Top 5 Insights from the 2025 RevOps Comp & Impact Report

[00:00:07] Camela Thompson: So as people are streaming in would love to know where you're streaming in from and what is your favorite airport food having traveled lately like do you have a favorite airport slash restaurant in an airport or just like a genre of food that's that's very Uh, predictable.

 

[00:00:32] Camela Thompson: And Martini Bar is a fine answer. So is Wine Bar. We had a lot of people singing Journey last night in the airport. It was pretty great. 

[00:00:45] Jacki Leahy: I think croissants are important. 

[00:00:48] Camela Thompson: Oh. When traveling. Um. Red Stand at Amsterdam. Okay, that's fancy. Yes. Yes, please.

[00:00:59] Camela Thompson: So again, where are you streaming from? Favorite airport slash wine bar. Restaurant coffee. Yeah, that's my first stop. Uh, and the toughest airport for that for me, Denver

[00:01:19] Camela Thompson: everywhere else. I'm like kind of impressed even in little tiny San Diego. It's a really good coffee shop.

[00:01:29] Aaron Janmohamed: Yeah, it might be interesting to find out what is the worst airport that people have to travel through frequently. 

[00:01:37] Jacki Leahy: Why is it LaGuardia? Let's dog 

[00:01:39] Aaron Janmohamed: on some cities here. Well, I'm in Utah, so SLC, SLC has, uh, uh, Cafe Rio, which is kind of a staple of the community in Utah. Oh, Tim, 

[00:01:48] Camela Thompson: I'm so sorry. San Diego to Denver.

[00:01:55] Camela Thompson: At least, at least it's a good time of year to do that. The only flight that was an absolute fiasco timing wise was in Denver because there's always an ice storm somewhere, even if it's not in Denver. I was actually stuck because Seattle was having an ice storm and we don't know what to do. I hear terrible things about SeaTac and I'm like, is it really different than any other airport?

[00:02:16] Camela Thompson: I hear bad things about Chicago. I've been through there recently too. It's an airport. It's an airport. I expect chaos. I'm being bossed around by TSA. 

[00:02:31] Jacki Leahy: I personally love airports. Like, if I've got a two hour layover, secretly, I'm like, nice. Although I only get back flights, but if I do have to, like, I'll get to the airport, like, oddly early.

[00:02:46] Jacki Leahy: Because I kind of like it. 

[00:02:50] Aaron Janmohamed: Same. Someone was stuck in three tornadoes in Texas. That sounds 

[00:02:55] Camela Thompson: Marcus Winth. Sounds like 

[00:02:57] Aaron Janmohamed: a story. That's [00:03:00] a

[00:03:03] Camela Thompson: great name. I was in SeaTac and they have a new restaurant called Bad Eggs. And I'm like, why would you do that to yourself? That's bad branding. I don't want to eat bad eggs.

[00:03:18] Camela Thompson: Okay. Erin, since we're recording, I think, um, why don't we get started? Why don't we kick off? 

[00:03:26] Aaron Janmohamed: Sounds good. Well, I appreciate everyone's interest in this topic. Um, and, and certainly I'm sure our panelists had a, had a, uh, were a big reason why a lot of you, uh, joined today. Um, this was a project that we started with RevOps Co op.

[00:03:40] Aaron Janmohamed: They're a partner of ours. I'm with BoostUp, the marketing leader at BoostUp, and we wanted to understand compensation and impact trends with the RevOps community. So, uh, I I give my disclaimer whenever I'm, you know, unveiling some research for the first time. This is our first time running the survey. Um, and already there are maybe 50 questions.

[00:03:58] Aaron Janmohamed: We wish we would have asked and follow up questions that we're going to ask next year. So this is going to be an ongoing project. So don't be disappointed. But. For a first attempt, my goodness, there was a lot of really interesting things in the data. And so, um, I'll, I'll, I'll give a little bit of background on, on the nature of the respondents and the data that we collected and the report.

[00:04:18] Aaron Janmohamed: But first, let's go through the panelists. Um, let's go left to right, just introduce everyone and then I'll, I'll pick things off if that's okay. 

[00:04:27] Camela Thompson: Okay. Uh, hi everyone. I am Camilla Thompson and don't let the title mislead you. I have spent a very long time in operations, spanning sales, marketing, and customer success operations.

[00:04:40] Camela Thompson: So RevOps before it was a thing. And now I'm running marketing for, uh, folks like the RevOps Co op. 

[00:04:51] Jeremey Donovan: Great. Thanks. I'm Jeremy Donovan. I work at Insight Partners. So I've gone from the operating side where I was a head of rev ops and strategy over to the investor side where I advise our portfolio companies on how to grow efficiently.

[00:05:05] Jacki Leahy: And I'm Jackie Leahy. I'm building Activate the Magic. Um, we are the Fractional Rev Ops Agency, uh, specializing in the go to market fit sprint. Um, and I'm just so excited about this topic because comp I see career as a medium of self expression, right? So if you can really compress time, nail what your impact is, nail comp chat, it's the key to helping us, babes.

[00:05:41] Aaron Janmohamed: Perfect. Well, I appreciate the participation. All right, to the data. Um, we want to understand compensation trends and workload trends across RevOps community. Um, the rev ops co op has an active online survey for compensation. They had something like 930 respondents. We wanted to layer in a workload portion to that, [00:06:00] which added another close to 300, I think it was like 280.

[00:06:03] Aaron Janmohamed: So all in all over a thousand respondents for the entire report for the workload portion, it's about 300, which we only included statistically significant insights. Um, and there's some, some really good data. We'll go through the highlights, but the final report we're completing right now. It'll be done next week.

[00:06:20] Aaron Janmohamed: Everyone that registered for this is going to get a free copy of that report. So we're excited for you to peruse it. There's about 50 pages of really interesting charts. We're not long winded. We just wanted to make sure that each chart, each graph had some, some room debris so that you could digest it.

[00:06:34] Aaron Janmohamed: Um, and, and the big, the big takeaway, I think is that there's just, there's a lot of interesting things happening in rev ops and a lot of interesting trends and a lot of interesting things, um, that, that people could be spending their time on. So one of the big questions is what should you be spending your time on and where are you going to have the biggest impact?

[00:06:51] Aaron Janmohamed: So on the compensation side, let's go ahead and get started. Um, this isn't the only way that we slice the data. We look at compensation based on experience, based on seniority, based on company size, based on remote or not remote, based on. Um the type of business you're running. I'm only showing a couple of flashes because again I want to prompt you to get the report, but also Um, I don't know if there's a ton of insight that we can share here It's more about gauging where you're at relative to your peers.

[00:07:16] Aaron Janmohamed: So that's going to be the big value I think of actually getting the report and looking through it is how much am I making relative my peers? Um based on these different factors the one question I would like to ask though and maybe this can guide people when they go get the report and look at their compensation relative to others is What kinds of compensation conversations should you be having with your boss?

[00:07:35] Aaron Janmohamed: How do you negotiate, um, a good pay, good OTE? Like what's the best approach that you've seen over the years as a leader in driving those kinds of effective conversations around compensation? So I'll open it up to the panel. 

[00:07:50] Jeremey Donovan: Yeah, I guess I'll say two things. One is I mean, one observation I have just about the data briefly is these salary levels actually look quite low to me based on what I'm seeing in the market for B to B sass folks.

[00:08:04] Jeremey Donovan: So, for instance, you know, take the director. Or senior director, I'm seeing salaries that are more in the range of kind of 215 K. O. T. E. Um, so I definitely seen inflation in in that over time. And interestingly, like, the more, uh, maybe not surprisingly, the more technically savvy people are the, you know, the better they do.

[00:08:29] Jeremey Donovan: But to your specific question, Okay. About how do you negotiate? The best time to negotiate is when you join, right? It's really, really hard to negotiate a significant salary change, um, you know, when you're already in a company by way of just one quick story, literally yesterday, one of the, um, ahead of Rabops at one of the companies that I support reached out to me because, um.

[00:08:55] Jeremey Donovan: They had one of the people on their team who was, uh, I think, like, senior director of [00:09:00] revenue systems came to them and said, Hey, I think I'm really dramatically underpaid. I love it here. But, you know, I, I, I'm, I'm leaving a lot of money on the table. And, and indeed, like, we checked the benchmarks and this person was underpaid by at least, uh, 50 percent 50%.

[00:09:19] Jeremey Donovan: So in that case, like the, you know, the rev ops person probably did feel she was underpaid and like came to us for justification that, you know, that that was the case. So I think if you're, you know, if you're within under 20 percent of where you think you should be, it's going to be really, really difficult.

[00:09:37] Jeremey Donovan: If you're over 20 percent off that, I think it's worth having a conversation with your boss and go find benchmarks to support it. I mean, you can't just say pay me more. You got to have benchmarks to support the ask. 

[00:09:49] Camela Thompson: Jeremy, I totally agree. If, if you start at a point that's low, it is so hard to move up to where you think you should be.

[00:09:57] Camela Thompson: And it's very rare that a company will make that jump. Um, so typically what I see is people moving to different organizations once they find out how much they're underpaid. I think the other part of that is psychological too, because you feel undervalued. You feel kind of cheated. So when you go into an organization and they lowball you to begin with, if they're not willing to be up where you are, it's, it's one of the killers of joy.

[00:10:26] Camela Thompson: You know, like I lose joy very quickly at a job when I feel underappreciated. So don't, don't take a job because the company is nice and the boss seems nice and the salary's terrible. You know, know your worth, stick to it as much as you can. And, uh, Stick to your guns. Oh, but charts like this data like this, invaluable.

[00:10:51] Camela Thompson: It's not enough to say I deserve more. You have to point to data like this and say, this is what the market says. Sorry, Jackie, go 

[00:10:57] Jacki Leahy: for it. Yeah, definitely do your research, both this kind of benchmarking and also it's so important to, to build your network, your community. So RevOps Co op, LinkedIn, like find your people.

[00:11:13] Jacki Leahy: You should have at least 10 people. You can text for like real answers for real feedback. Like, yo, this is what I'm getting paid. Am I. Let's go check this. Um, and the other thing that I think is so important is to be crystal clear on what you're optimizing for. Um, with a job, right? Because comp is just one of those levers, right?

[00:11:40] Jacki Leahy: There's experience, there's title, there's comp, there's equity, there's all sorts of things. And I think it's really important to, like, you with you, based on where you want to go with your career, uh, where you want to be, like, what can you use the next two to five years? Think of it as a chapter in the book.

[00:11:59] Jacki Leahy: [00:12:00] What would the title of that book be? For example, when I was at link squares, I was hire number 10. Um, paid terribly, terribly, but in those two years, I made myself a, a story that I could then capitalize and make an entire career off of, right? So like, I knew that I was optimizing for the story, um, what I created doing the thing.

[00:12:28] Jacki Leahy: Um, Complete. 

[00:12:31] Jeremey Donovan: Yeah, and there's been, I don't know, you can, Aaron, you can move us forward, but there's some good questions here about years of prior experience. And, you know, for a lot of us, uh, especially those, you know, as old as me, there was no rev ops, right? Like back way back in the day. And my career was a hodgepodge of, you know, product leadership, engineering.

[00:12:53] Jeremey Donovan: Um, being an analyst, being in marketing, like I was all over the place. I, I definitely, you know, did came in to rev ops jobs with 20 years of experience. And yeah, that does matter. And it is relevant. So I think you should, um, expect, you know, that you may get paid better at the end of the day, right? There's a, a ceiling, which is your value.

[00:13:12] Jeremey Donovan: And then there's a floor, which is, you know, the next best alternative of hiring somebody else who's perceived to have the same skill as you. So you're, you're in that range. 

[00:13:23] Camela Thompson: We've had quite a few comments about the individual contributor dilemma, um, in revenue operations. I would, that shouldn't hold you back in terms.

[00:13:34] Camela Thompson: I would lean more heavily on years of experience than I would on, you know, whether you're an individual contributor or not. Most of the people I, I would wager with a manager title or even higher don't actually have direct reports. We are named that because of how long we've been in it and how many systems we're touching.

[00:13:54] Camela Thompson: So, um, I am seeing a lot of questions about which regions this covers, having analyzed this data for the RevOps Co op, um, it's about 80 percent North America, and it's split probably, I want to say 80 20 US to Canada. There is a difference, um, and that's something we should probably take a look at. There is a pretty good representation of European data, it is different.

[00:14:23] Camela Thompson: So, uh, Aaron, maybe we can talk about breaking that up. We 

[00:14:27] Aaron Janmohamed: can break that out. We also have in the final report, uh, we're still wrapping that piece of it up, but we do slice the data by individual contributor versus owning a team. And we also look at team size, um, based on company size. So there, there, there are some interesting data points there that you should refer to.

[00:14:43] Aaron Janmohamed: Just to kind of gauge where you're at with a little bit more specificity. Tons of really good questions. It seems like we could spend our entire time on the compensation portion. I wasn't anticipating that, but there was obviously a lot of interest in this, so that's a good sign. Let's, for the sake of getting through, um, at least all the insights, let's go through the, the, the [00:15:00] next set of, uh, um, of charts.

[00:15:02] Aaron Janmohamed: This one was just about, you know, where, where you're supporting. Um, and I didn't bring this up in our, uh, webinar prep call, but I'll bring it up now just to surprise everyone. But one of our other questions is not just, um, which department do you support? But if you're in forecasting specifically, what forecast unit are you, do you own?

[00:15:20] Aaron Janmohamed: The reason why that's relevant is as you can see, most revenue ops teams are supporting all revenue functions. There is this blip where there's a percentage of people that are supporting all revenue plus product. Most of the people that are supporting products said that they were forecasting for a PLG motion.

[00:15:35] Aaron Janmohamed: I will call out that the other forecast units, the most prominent one was, um, um, uh, closed one opportunities and renewals and expansions. But there was also a pretty significant portion of people who are forecasting PLG and another significant portion of people that are, that are forecasting consumption and our business as a forecasting, you know, platform, one of our most differentiated use cases is support for consumption based forecasting, which is kind of interesting because we see that as a massive uptick in the last several years, but back to this chart, you can kind of see a breakdown of, of what departments RevOps teams are supporting.

[00:16:11] Aaron Janmohamed: Um, Panelists, anything interesting that comes, that jumps out at you when you're looking at this chart? 

[00:16:17] Jacki Leahy: The thing that comes to mind is I'm noticing like a bubble of trend switching terminology to go to market ops and GTM ops, which I find super interesting. I think I understand. 

[00:16:37] Jeremey Donovan: I think, I think I understand why though.

[00:16:40] Jeremey Donovan: You know, it's Rev Ops, just like CROs were only sales for a while. And then the actual CROs who own CS and marketing needed to distinguish themselves. So they either said like, you know, you see president of GD, GTM now, and I think it's the same with Rev Ops that Rev Ops often was sales. And if you want to sound well, not just sound, but if you're actually engaging more broadly than the GTM.

[00:17:07] Jeremey Donovan: Title is broader. That's my hypothesis. The thing that surprises me most about this chart, though, is I'm pleasantly surprised at how many folks, right? I mean, if you take the 61 in the 18, right? 79 percent have sales, C. S. and marketing. That's that's a change, right? Because it used to only really be sales, maybe sales and C.

[00:17:27] Jeremey Donovan: S. Certainly not marketing. 

[00:17:30] Camela Thompson: I think we're, the one point I would disagree with is that we're putting go to market versus RevOps. There's too much weight there. It's different depending on who you talk to, because I've seen BP of GTM just be sales and CS, or just Failed or I've seen it all over the place.

[00:17:49] Camela Thompson: I've seen a lot of revenue operations. People rebrand themselves as go to market so that marketing could think or CS could think, Oh, I'm included now because rev ops to [00:18:00] them meant sales ops 2. 0. They're focusing on compensation reporting. So I think there's just a lot of. Well, we see 61 percent plus the 18 with sales, marketing product, customer success, supporting the entire go to market organization.

[00:18:17] Camela Thompson: Customer life cycle is probably how I put it. Um, we still see a ton of variety in the market and opinions that you talk to somebody about why they use GTM versus RevOps. You're going to get different answers because I've interviewed a lot of people. Um, and it is so different. It's so different. 

[00:18:36] Jacki Leahy: And I'm also curious to know to what degree you consider is supporting.

[00:18:42] Jacki Leahy: Like, can you really say you're supporting such a success if like literally all you did was like plugged in turn zero. I was like, off you go. 

[00:18:51] Camela Thompson: Yeah. Are you supporting product by managing their launches? Are you operationalizing how they're selling the product? Or are you analyzing PLG type greed? 

[00:19:06] Aaron Janmohamed: So there's a whole world of what does support mean that we could probably investigate a double click into and that, you know, I'm voting that for the boost up team.

[00:19:14] Aaron Janmohamed: We really want to drill into this because what does it actually need to support these various teams? And to what degree are we supporting them? Um, very cool. All right. The next couple of slides run together. So I'm going to go through a couple of charts. And then we'll land on I think third chart and have a conversation about it.

[00:19:29] Aaron Janmohamed: But one of our questions in the survey was where do you spend your time rank order these these critical activities and then separately tell us which of the activities on this list, um, would have the highest impact on on the business. If you were to spend your time on that, you would want to see that these were aligned and I think there is.

[00:19:47] Aaron Janmohamed: Oh, sorry. I think there is some alignment, but it is interesting if I can figure out how to go back. Yeah, it is interesting that there is misalignment and a couple of critical areas. So the one that stands out to me is, um, the second biggest, if you want to call it time suck is systems administration. And yet the most important activity based on impact, according to the survey respondents, was GTM strategy developed.

[00:20:12] Aaron Janmohamed: Now, what does that actually mean? Well, we'll discuss that in just a moment. But as you look at this chart, you can obviously see that they're not tightly correlated. What is interesting is we ran an analysis to see, okay, those that are in the top quartile of alignment, in other words, those that said these are the highest impact activities and we're doing them, did they have a higher probability of hitting their revenue goals?

[00:20:35] Aaron Janmohamed: And what's interesting is that those in that top quartile that said they were very aligned, in other words, the activities that they said they spend their time on and the activities were the highest impact. When those were aligned they were two times more likely to hit the revenue goals compared to everyone else So it seems clear that yes, there is an appropriate use of your time based on certain activity buckets And not all teams are aligned to those activity buckets.

[00:20:59] Aaron Janmohamed: So, [00:21:00] you know, one of the first questions I have is how do we get realigned to the right things? And what other interpretations can we make from this data that would help those listening in, um, understand where they should be spending their time?

[00:21:15] Camela Thompson: Before we, Jump into that. Maybe we should go back and answer some of the questions submitted about salary stuff. I know, I know we're getting pulled back a little bit, but we will get to this portion for sure. I know we feel really strongly about it. So, uh, some anonymous asked what resources do you recommend to verify against for compensation.

[00:21:37] Camela Thompson: There's such a broad range online. 

[00:21:41] Jeremey Donovan: Yeah, I used to. I mean, I can jump in there. I use two sources. The main one I go to is Glassdoor because you can filter by job title, see salary ranges, you know, 25th, 50th, 75th percentile, see the splits between base and 50th percentile. And incentive compensation. So that's my kind of number one go to.

[00:22:01] Jeremey Donovan: And then I'll also go to rep view a decent amount. Um, and rep view. I think I have no affiliation with them, but I did see a linked in post this past week that they now to the earlier question about, like, Europe versus North America, um, they now have regional data as well. So that's a great resource. 

[00:22:23] Jacki Leahy: Yeah.

[00:22:24] Jacki Leahy: Okay. So go ahead. Um, I serendipitously just compiled like a whole bunch of benchmarking resources. Um, so I popped the, that's unofficial. 

[00:22:38] Aaron Janmohamed: Oh, in the chat there. Okay. Perfect. Hey, 

[00:22:40] Jacki Leahy: on the chat. I just popped, um, the doc. It's got some links in it. 

[00:22:45] Aaron Janmohamed: Perfect. Thank you. Um, Camilla, thank you for keeping me honest. I'm not tracking the chat as closely as I should be.

[00:22:50] Aaron Janmohamed: Is there any other comp questions we want to answer before we move on? 

[00:22:54] Camela Thompson: We had a question from Mark about how to break into RevOps. Mark, I'm going to say DM me via LinkedIn and I'll get you connected with some resources through the RevOps co op. 

[00:23:05] Jeremey Donovan: Perfect. 

[00:23:06] Camela Thompson: That is that is a an entire session. Yeah, that's a session 

[00:23:09] Jeremey Donovan: in and of itself.

[00:23:10] Jeremey Donovan: Yes. Yeah. Thanks for bringing that up. 

[00:23:13] Jacki Leahy: Why don't just get it. 

[00:23:16] Aaron Janmohamed: All right, back to the workload and time allocation. Um. What, uh, what are the impressions from the panelists? Where, where, where do we want to focus? 

[00:23:28] Jacki Leahy: Well, I immediately get really hyped up about this. Um, I think a lot of us have a shared trauma around being a rev up scheme of one.

[00:23:38] Jacki Leahy: Um, and perhaps we really like to solve problems and make people happy. Right. So I found myself like a little hamster. Um, helping people all day, um, which is great, uh, but I, even though I did time, time block and like, made sure I got all the [00:24:00] things done. I never, I never gave myself enough kind of time and space to like take a step back, um, climb up a couple of Lights of stairs and look at it from a different perspective where I'm really connecting what it is that we're doing to what's going to make the story that our CEO tells at the next board meeting shift.

[00:24:23] Jacki Leahy: Right. So I think I would, I personally am working on that, even as like a, uh, An owner, a founder, like how do I communicate the value of revolts so that the person who's hiring us knows, but how do I make it so that person doesn't have to use up all their political capital? Um, fighting for an agency or in fighting for headcount.

[00:24:50] Jacki Leahy: Um, so that's, that's where I am. That's something that I'm confronted with. 

[00:24:57] Jeremey Donovan: Yeah, I'll, I'll add, um, yeah, I'm heartened to see right that go to market strategy development is, is number 1 here. I, I did spend, I think, I feel like years trying to figure out what go to market strategy actually meant, um, and, um, What I've come settled in my own mind at least right is it's things like who's your ICP?

[00:25:23] Jeremey Donovan: What's your, um, what's your channel mix? And coverage. I would throw some of, you know, a few of these other things in strategy as well. Like, you know, comp planning is strategy account planning and territory design our strategy. So there's probably some mixing there. Um, you know, I, I'll, there was a question from Tim about, like, territory design is, is being marked as, as very low.

[00:25:48] Jeremey Donovan: And yet I do think that that's an incredibly important thing. So, I mean, by way of story, there's been a number of places I walked into as head of rev ops. Where, you know, they started out with AEs, and it's very, very common, could own like a hundred accounts. And, and if they wanted to own a hundred and one, they had to give one up.

[00:26:08] Jeremey Donovan: And then usually the companies were scaling by the time I walked in and yet like incremental AEs were failing and they were failing because the OG reps were sitting on all the great accounts. So you maybe had 10 reps with 100 accounts each, so a thousand accounts of all the best accounts. So, you know, part of my job was to come in and strategy is people, process and technology, but it's also doing the hard things that, you know, Um, are not necessarily popular.

[00:26:35] Jeremey Donovan: So to come in and say, okay, we're going to now create equal potential territories and we're going to, we're going to shuffle up those accounts and, you know, that that's an unlock for growth, but and, and it's strategy, but unpopular. So I think that might be a little bit of it is like, why there's this disconnect?

[00:26:52] Jeremey Donovan: Because I think the go to market strategy development things are often hard, um, and and sometimes [00:27:00] unpopular and you have to be, you know, like, How do you get into RevOps? One of the skills you need is collaborative, cross functional, you know. Yet effective, right? Not, not fully consensus leadership 

[00:27:14] Camela Thompson: influencing without authority.

[00:27:15] Camela Thompson: The constant. Um, so to me, go to market strategy informs everything on this list. So to me, go to market strategy is like this mad lib where we're targeting X to sell Y. We want this amount of growth and we're going to do it through this, this, and this, and then the rest of these items need to fall in line with that.

[00:27:39] Camela Thompson: I think the biggest shift in my career happened when I stopped letting the other go to market leaders tell me what the strategy was and started analyzing the data and seeing patterns and going to them and saying, Hey, have you seen these things? I don't think this is working. I think this is working really well.

[00:28:00] Camela Thompson: How can we switch things up? And that's hard to do if you're not given any time to step back. So creating a process. For requests. And how much time is going to go into them and measuring how much time you have available to do those things and getting some real rigid process. You're doing not only yourself a favor, but your future team.

[00:28:25] Camela Thompson: The other thing that really worries me about rev ops today is that. We tend to focus on these specializations. We tend to be really grounded in a certain discipline, like sales, marketing, CS, ops, one of these things. There's less emphasis today that I'm seeing with managers pushing their teams to flex themselves, so they get exposure to the entire go to market cycle and understand, and even exposure to the executive team to understand what the strategy actually is.

[00:28:57] Camela Thompson: So if there's one thing I could change a little bit, it's can we get managers to push for people to have more exposure to the top line strategy? You don't have to tell everything because some things are kind of scary and they may not happen, but can we inform more why we're asking these questions? Like, can, can we give people the why?

[00:29:17] Camela Thompson: And then as revenue operators, we need to ask Why are you asking for this and really understand the ask approach it like a consultant all the time. 

[00:29:29] Aaron Janmohamed: What? Oh, go ahead, Jackie. 

[00:29:31] Jacki Leahy: Yeah. Another thing that, um, comes to mind. So I'm like a accidental Salesforce admin stumbled into a new thing called rev ops, the right place, right time.

[00:29:41] Jacki Leahy: Um, and I think I kind of. Uh, like recoil from the word like strategy because I feel like that's official stuff. I'm scrappy. I'm in the, I'm in the trenches. But what I've found out is that it just looks different at what stage company you're at, um, both [00:30:00] benchmarked on revenue, but also operational maturity.

[00:30:04] Jacki Leahy: Right. So, and in most cases for me, strategy literally just looks like, Hey, let's get everybody in a room and map out how we make money and find the biggest constraints. Like that and let's reverse engineer that like that is strategy. 

[00:30:23] Jeremey Donovan: Yeah, another thing I would add there as you were saying that I was thinking like there's a little bit of you are what you, you know, you are what you what you do or what you appear to others to be doing.

[00:30:36] Jeremey Donovan: So, right. If, if you really geek out on being a, if one really geeks out of being a Salesforce admin, then one's going to be perceived in that way. Right. If one really geeks out on hardcore analytics, one's going to be perceived that way. I mean, like, even for me personally, I really love to code and, uh, and it's not always been the best thing for me career wise, but like, I got to find the balance for me, right.

[00:31:01] Jeremey Donovan: As I would be miserable if I never, you know, if I never coded. So. Bit like. Yeah. Be thoughtful about what, what those things are, but know that you're projecting a particular image. And if, if the image you want to project and the thing you want to do is to be more quote unquote strategic, right, then you need to, you need to be a proactive problem solver.

[00:31:22] Jeremey Donovan: Right. And, and not just come off as the analytical or systems person. 

[00:31:28] Jacki Leahy: It's almost like create your, create an avatar of like your, like who you want to be. And it can be like, Out in the future, right? And then like every day, I just like, how can I be more like that girl? 

[00:31:41] Jeremey Donovan: Yeah, absolutely. 

[00:31:43] Jacki Leahy: What would she do?

[00:31:45] Jacki Leahy: How would she, what would she wear today? 

[00:31:49] Aaron Janmohamed: Um, one additional question before we move off the, uh, the workload slide. Um, I, maybe this is just because I'm outside of RevOps, but I was surprised, I think, to see that training and enablement was maybe the third highest on the list in terms of impact. Maybe because I don't traditionally think of RevOps As involved in training and enablement, I think this somewhat proves that wrong, but also we have subsequent questions in the survey about deal review participation from rev ops.

[00:32:15] Aaron Janmohamed: And one of them is about, you know, how much time do you spend on, on training and enablement? So we asked this again later. And once again, we see that there's a correlation in terms of revenue impact when, when rev ops teams are involved in training and enablement, is this an uncommon thing? I mean, clearly not uncommon, I suppose, but.

[00:32:31] Aaron Janmohamed: What do you make of this? I guess with RevOps teams being involved in training and enablement, maybe what goes goes into that? 

[00:32:37] Camela Thompson: It's the definition I think that's getting us again, right? So if you were talking about training sales methodology, that may not be ranked as highly, but when it comes to how do salespeople, customer success marketing, how do they do their jobs?

[00:32:54] Camela Thompson: What are the steps they need to take? What are the systems they have to use? That's where [00:33:00] we play all day long and I remember actually having to go through and monitor the time spent to advocate for, uh, as you need it enablement tool in our CRM because I was spending 80 percent of my time on the phone with reps, Ryan to talk them off a ledge as they were going through these awful validation rules.

[00:33:23] Camela Thompson: It's great. 

[00:33:24] Aaron Janmohamed: Oh, all right. Any final thoughts on this? Or can we move on? We good? Okay. Um, the next slide does go into, I hinted at deal reviews. We have five or six questions in the final report on deal reviews. I pulled out one that seemed interesting. And, um, you know, we asked, you know, when are you involved?

[00:33:44] Aaron Janmohamed: We'll go to this in the next slide. About half of RevOps teams, at least in the, uh, in our respondent pool are involved in, in deal review calls. Half are not, which is interesting. But those that are involved, Okay. you can see that a majority said they're either helpful or extremely helpful at moving deals through the funnel.

[00:34:03] Aaron Janmohamed: Well, then the question is, well, if you said it's very helpful or extremely helpful, were you more likely to hit revenue? And in this case, those that said that deal review calls are very, or extremely helpful at moving deals through the funnel were four times more likely to hit revenue. And again, we have with other data points.

[00:34:21] Aaron Janmohamed: I'll read off some of them. Um, our deal review calls good at driving alignment, and it does have a and also high impact on revenue attainment for process compliance. That one did not have as high an impact on revenue attainment, which I thought was interesting uncovering risks, um, in the deal review called.

[00:34:38] Aaron Janmohamed: So risks and deals that did have a pretty high correlation to revenue attainment as did again, sharpening rep skills. So when RevOps teams are involved in deal review calls and part of their participation is training and enablement, we framed it in the question, you know, helping reps with their sales skills that had a high correlation to, uh, to hitting revenue.

[00:35:00] Aaron Janmohamed: So what, what are some of the takeaways here? I, I guess the first question should more RevOps teams be involved? Like, should this be a hundred percent or is it kind of appropriate that it's 50, 50? Yes. 

[00:35:12] Jeremey Donovan: Yeah. I mean, I think it should be a hundred percent. Uh, you know, I, when I. Came into the job and then now I'm coming in with a whole bunch of other people who have 15 to 25 years of prior experience and, you know, work experience with a ton of that and rev ops.

[00:35:27] Jeremey Donovan: And I asked my peers when I came into the job 3 years ago, like, what are what would you do? If you went into a new company and you, you like, you can't give the answer that you're going to just do a bunch of research. Like what play did you run in the past that had the biggest impact on performance? And my answer to this is deal reviews.

[00:35:48] Jeremey Donovan: Like, I think that's the single most impactful thing that like a CRO or a head of rev ops can come and do is, is make these things more disciplined. And there's so much to unpack in this. [00:36:00] First of all, like having deal review calls means you actually have an operating rhythm. It's evidence of an operating rhythm, which has far reaching implications.

[00:36:09] Jeremey Donovan: It's evidence that you have a disciplined sales methodology. It's evidence that you have a disciplined sales process with exit criteria and expectations, right? It's, it's evidence that you have, uh, multi level involvement in deal execution and multifunctional involvement deal execution. So I can go on and on, but like, to me, this is, this is one of the highest impact areas for a rev ops person or, or a CRO.

[00:36:33] Jeremey Donovan: I 

[00:36:35] Camela Thompson: think another huge win here is empathy and realizing that half of this is art. And it's not all science because it's really easy for us to sit at their desks and analyze the data and, and say, we're going to come out at X number, but what's really happening are these leaders are figuring out how to read how well their team reads the buying committee.

[00:36:58] Camela Thompson: And it's, it's, it's amazing that we can get as accurate as we can in some companies, given how frenetic are buying cycles can be. So, um, understanding what all they're up against, who's on the buyer committee, what our ICP really is, like all of those things are totally invaluable for somebody in revenue operations.

[00:37:21] Jacki Leahy: I think I've just been evangelized to the church of deal review meetings, realizing that no, I've not been, uh, an employee of a company that was operationally mature to actually, um, run these to, to this degree, but it makes. So much sense, Jeremy, that you're like, duh, a hundred percent. It's like, if I was the ops manager of a factory, do you think I wouldn't walk the floor?

[00:37:47] Jeremey Donovan: Yeah. Yeah. 

[00:37:49] Jacki Leahy: Um, and a thought that I've been teasing around for a while. It's like rev ups. We should really kind of think of ourselves as like a product manager. Like, right. So we want to, we want to see how our. Customers are users are interacting with the entire system. Like it's like I'm going to full story for like, what was the path versus like coming out?

[00:38:16] Jacki Leahy: Were they able to get the job done that they logged in to do today? 

[00:38:20] Jeremey Donovan: Yeah, there's a discussion going on, by the way, in the chat that I think is is really illuminating, which is basically, um, someone. Kicked it off by saying, I'm mostly involved in later stage deal reviews, not in the early stage. And, you know, the sort of back and forth is, well, it's actually really important to be involved at at multiple stages.

[00:38:42] Jeremey Donovan: And I think one of the key ways to do that right is, is a great rev ops leader in concert with the CRO is going to define a 13 week operating rhythm for the quarter. And over the course of that quarter, um, I'm sorry, what would that be? Uh, yeah, 13 [00:39:00] week operating the quarter and then over the course of that quarter to say, okay, like, during certain times, the deal reviews are going to be focused on late stage deals.

[00:39:07] Jeremey Donovan: Other deal review meetings are going to be focused on early stage other deal review. This may be focused on, um, on top renewals or expansion deals. Other ones this quarter. Other ones next quarter. So you have to be really thoughtful about. Operating rhythm wise, which deals get reviewed at which time of the quarter, and that's also like a lot more discipline.

[00:39:30] Jacki Leahy: It makes me think that if the classic CRO is in charge of it, I was reading the chat like they're going to be optimistic and it's also going to be late stage. Right, because they're like, we have a possible agreement. Let's do it. Let's go. Let's get in there. 

[00:39:45] Camela Thompson: It depends too on the maturity of the leader in the organization, right?

[00:39:49] Camela Thompson: So like I've been in tiny organizations where we have a new sales leader who's fresh off the floor and they are solely focused on closing what's happening right now. Pipeline, forget about it. Yeah. So it's marketing's job to absolutely focus on pipeline build. So deal desk. Um, there was a question whether Deal Desk is involved in deal reviews.

[00:40:13] Camela Thompson: No, um, not really. So it's, it's a different beast, right? So Deal Desk is, is involved in the tactical process of actually closing the deal and coordinating with legal and the other folks who need to be involved to get it done in time. The deal reviews are really more of a higher level strategic, how are we going to identify what's being blocked, how it's being blocked, how are we going to tactically avoid that?

[00:40:39] Camela Thompson: And how can we learn from that one deal and apply it to others? So I see it as more of a, it can be focused on specific deals, but it's also how do we learn and replicate? Uh, Jeremy, do you have anything to add? Yeah. 

[00:40:53] Jeremey Donovan: Yeah. I, I a hundred percent agree is like deal desk is, is, um, is later stage deal desk is non standard deals.

[00:41:03] Jeremey Donovan: And If you work, you know, let's say you're working very complex deals, then the deal desk people are going to be involved all along. But that's more of the exception than the rule. Like, that's 5 million plus ACV types of deals. Otherwise, they're just not going to be involved. And, and yeah, in the deal review, I talked earlier about it's, it's an expression of having all these things, you know, it's ties back to the sales methodology thing, right?

[00:41:26] Jeremey Donovan: Which is, I mean, What questions are you actually asking the deal review? You're asking the questions that are tied to, like, given the stage of the, of the, where you are process wise, stage wise, there's a certain set of things that align to your methodology that you should be asking about, right? Like, you should be multi threaded at certain points.

[00:41:44] Jeremey Donovan: You should have identified, you know, the hard ROI at some point, you should have influenced the decision criteria and be checking that, you know, dot, dot, dot. So. Okay. 

[00:41:55] Camela Thompson: I'm thinking back to a specific example. I was in a company where we're really dependent on one deal to [00:42:00] hit a, hit the number for the quarter and everybody planned, we had everything like smoothed out in terms of deal process and the seller forgot to ask, Hey, is the person signing the signature going to be on vacation or something?

[00:42:15] Camela Thompson: Do I need to like speed things? The person went on vacation, the deal didn't get signed. It got pushed to the next quarter and it was pretty devastating for the VP of sales because they didn't push. In the right way and ask the right questions. It's pretty devastating for their future at that company.

[00:42:33] Camela Thompson: Just anecdotally speaking, 

[00:42:35] Aaron Janmohamed: there was a lot of back and forth also about, you know, if it, if the deal review call is sales led only, and there isn't rev ops component, you run the risk of maybe drilling into certain things and not cross examining on data. I was an enterprise seller for the first 10 years of my career and I never once had rev ups in any of those Calls and I can attest to that In fact, I don't think we ever got through an entire deal review call where we analyzed each deal in any one of those in 10 years of Sales, so maybe that's one anecdotal point I I guess supporting some of the contentions on on the chat, but uh, you know throwing it in there just for The additional conversation.

[00:43:11] Aaron Janmohamed: All right. Any other comments on, on deal reviews? Are we ready to move on? I want to be sensitive to time. Cause we don't have a, we have what? 10 minutes left. Okay. Um, we had a couple of questions about process and also about forecasting, given that we're a forecasting business. And that is one of the buckets of time that soaks up a lot of, a lot of people's time and attention and effort, um, more of a benchmark that this was kind of interesting because we, we, we looked at accuracy.

[00:43:39] Aaron Janmohamed: Across, um, across time, you know, 1st week, 4th week, 6th week, 8th week, and we compared that against. Well, are you following a process? You know, what, what is your accuracy? If you aren't following a process, what does it look like? Sorry, like my, my shirt hits the button and then it goes to the next slide. I don't know why it's so sensitive, but, um, the, the overall trend we're seeing across the board is if you want to increase your likelihood of hitting your goal and you're not at at least 82 percent forecast accuracy by week eight, then you might want to take a look at things.

[00:44:09] Aaron Janmohamed: That's the, that's the nuts and bolts of it. Now I did try to split this up by deal size and by ideal cycle length. And the overall trend is, is, is consistent. We didn't, it wasn't statistically significant for me to create all three separate charts, but suffice it to say that when we blended it all together, when we tried to look at it separately, it was pretty much the same data.

[00:44:29] Aaron Janmohamed: So about 82 percent accurate by week eight. Seem to be the most important trend of the sweet spot for teams to focus on. And then, um, added to this was a conversation about, well, process let's add process forecast process and sales process. How does this correlate to a likelihood of hitting your goals?

[00:44:48] Aaron Janmohamed: If you have a forecast process, well, not just if you have it, if you have it and you follow it, that was a clarification in the question we asked. So if you have a forecast process and you follow it, your likelihood of actually hitting your goal [00:45:00] and being accurate with your forecast goes up pretty extremely.

[00:45:04] Aaron Janmohamed: And then same with sales process. Now we had a fun little debate as a panelist, a group right before the call started sales process, sales methodology, are they the same thing? Are they not the same thing? How do they connect and how does this connect to forecast process? Do we want to open it up? Do we have, do we have the time to really sink our teeth into this?

[00:45:22] Aaron Janmohamed: Maybe that's the more appropriate question. what do you all think?

[00:45:28] Jeremey Donovan: Uh, I want to comment back just a slide ago, which is, um, that answer that one. Uh, Yeah, so for me, like, I consider excellent forecasting being plus or minus 5 percent as of your end end of the 2nd week call. Um, and that's right. Because. When you're in the eighth week, I think you're pretty close. You're like, you're halfway through.

[00:45:51] Jeremey Donovan: You're more than halfway through. I would expect to be much higher than that. But anyway, and there are ways to get there. That's a whole, you know, a whole other, a whole other conversation. And then on, you know, if you advance to where you were, um, on, on this. Yeah. So for me, process is that stage one, stage two, stage three, and so on.

[00:46:12] Jeremey Donovan: Entry criteria, exit criteria, um, um, You know, buyer expectations, seller expectations, probabilities, et cetera, et cetera, et cetera. And that methodology is, you know, there are lots of different. There's one process. There are many different types of methodologies. There are call methodologies. There are forecast methodologies.

[00:46:31] Jeremey Donovan: Um, but I think the methodology we're talking about this context is what is a qualification slash deal health inspection methodology, like a medic or a band or whatever. Um, and yeah, so to me, those things are different things. 

[00:46:47] Jacki Leahy: Um, I have the Tik Tok trend. I am something. I am Alex. We are not the same. If you know, you know, um, no, they're totally different things.

[00:46:58] Jacki Leahy: And that's what, before we got in this, I like, I had a meltdown because I was like, wait, those are to me, those are like, to like, maybe ketchup and mustard. You might bring them, they might, they might sit next to each other in the refrigerator or like bring them out when you're grilling together, but they are distinct for me.

[00:47:21] Camela Thompson: I, I land somewhere. I just, I've been in marketing long enough to know that if you use the same word, it's going to mean something different to the five different people in the room. So just ask all the questions. That's, that's all I'm going to say is like, you say process, I say methodology. What do you mean?

[00:47:43] Camela Thompson: What do you mean? Just ask all the questions. Be really clear because words are so misleading. That's all I'm going to say. 

[00:47:52] Aaron Janmohamed: Awesome. Um, just a quick note because the boost up business focuses so much on forecasting forecast process. We have other resources that speak to key [00:48:00] components that go into a forecast process, um, alignment, assembly, deal inspection, the cadence, having multiple vectors, the accountability stream.

[00:48:09] Aaron Janmohamed: So, uh, in the final report, we include some of those insights because we ask all our customers, how are they approaching forecast accuracy? We try to pull out those that are highly accurate and as a result, they do better account capacity planning for the next quarter. And there's some interesting Data points to consider.

[00:48:24] Aaron Janmohamed: And interestingly enough, also a lot of crossover between teams that have that kind of process on the forecasting side, and that are also following a pretty strict sales discipline. Um, there seems to be, you know, a pretty tight correlation between those two. All right. I think we're nearing the end. Um, this is, uh, um, the last slide that we wanted to share here, not the last slide of the report, but what was interesting is we asked RevOps leaders, I thought it was kind of a throwaway question, but it kind of sparks an interesting conversation.

[00:48:51] Aaron Janmohamed: When you're evaluating new tech. What are the most important criteria that you look at and by and by and large, ROI was the clear leader. Um, now we, we started to debate. Well, it kind of depends. Is it new tech for rev ops? Is it new tech for sales? And point taken, we'll add that clarification on the next survey.

[00:49:10] Aaron Janmohamed: But I thought it was interesting how it seemed like things like the ease of the buying experience and the usability of the technology or the adoption of the technology were the far end of the list. Yeah. Now, maybe that's just me because I'm trying to market this stuff and I want people to feel like the, the experience that they're having with the brand is great and that when they get the technology, it's easy to adopt.

[00:49:29] Aaron Janmohamed: So maybe my perspective is a little bit unique, but any takeaways from this chart as RevOps leaders broadly responded to what are your most important criteria when looking at new technology? 

[00:49:41] Camela Thompson: Doesn't surprise me at all. Um, and here's why. So it, it depends on what you're buying. Right? So if you're buying something on behalf of sales and marketing, it's probably coming out of their budget, but you're, you're advocating for them as somebody in revenue operations who has tried to argue for more advanced analytics solutions to make my life easier and spend less time in spreadsheets.

[00:50:06] Camela Thompson: My boss doesn't care how much time I'm spending in those things because that's part of my job. So having to come up with the ROI and for the rest of the organization, it's not enough if I use it, it's not about my usability. It's just, what does it do for the rest of the organization? Cause they don't care.

[00:50:25] Camela Thompson: They don't care. So this makes total sense to me looking at it from that angle. If I was looking at it from buying something for sales, this is insane. But if I'm buying something for rev ops, yeah, this makes a lot of sense. 

[00:50:38] Jacki Leahy: I think my number one, I, I'm dubious of anything. If you asked me my priorities of why I bought something, I will tell you something different than probably what were my actual priorities.

[00:50:52] Jacki Leahy: So I kind of discount. Reverse engineering, something I'm going to do based on what somebody says, rather [00:51:00] than the truth. Um, and, but my personal priority when I'm purchasing new tech is, is this solving the largest constraint for us right now, or is this kind of like something fun that I want or something fun that.

[00:51:16] Jacki Leahy: One of the very talented salespeople who is very good at riling everyone up and getting us excited to buy. Um, and when it, when it's doing that, like, I, I want to be real specific, like, is this going to do the job? Like, in that, I almost, like, want to take a bite of a really good sandwich. Like, does it do the job right?

[00:51:41] Aaron Janmohamed: These are really good points. There's some good conversation as well in the chat. I think Tim had made the point that, um, somebody reading this question might have, uh, uh, bundled everything on the far right into ROI, which I think is a really valid point. Maybe they just assumed, hey, this is incorporated into ROI, so I don't need to rank it necessarily as the top thing because I'm, I'm factoring it in.

[00:52:01] Aaron Janmohamed: Um, and then I also like Britney's point. You know why I want it versus why would somebody approve it? Um, yeah, those decisions, but it's not always clear why you're why you're doing it or how you would respond given kind of a blank slate question like this. So, I think really good points. Any final commentary on this or anything else that we've gone over today?

[00:52:20] Camela Thompson: We did have a question about how to measure ROI and oh my goodness, do I have so, so many things for you. Um, on the Rev Ops Co op blog, there is a great article on building a business case and it goes through identify, if you can identify where people are wasting time, especially with the sales team and taking them away from selling, you can have, you can develop an argument for, you know, at least like time saved.

[00:52:52] Camela Thompson: If not, Hey, if they have X amount more time to sell, like how much more productivity do you think we could get out of them? So there are ways they're always going to be squishy. We can always say, Hey, uh, we changed these five things. So we can't really say that one thing did that. I still think we need to try and come up with an argument.

[00:53:10] Camela Thompson: And a lot of the vendors should be able to supply you with statistics from their customers who have done the measurement for you. And. Um, Rev Ops actually can help our own companies figure out how to help our customers calculate ROI. So we have a better story internally. 

[00:53:29] Jeremey Donovan: Yeah, I'll also add that, like, I got, I got kind of tired of negotiating with CF my CFO every single time I wanted to buy something.

[00:53:38] Jeremey Donovan: So, you know, As my career progressed, I started to basically come in and say, look, you know, let's, I'm going to budget X dollars per year and, and you know, you need to trust me basically, uh, that I'm going to spend that judiciously. And, you know, they're still going to want to be involved, but let's say I was buying something that was going to help with whatever customer success seats [00:54:00] at then.

[00:54:01] Jeremey Donovan: You know, we would tie that to CSAT, but it's just one of many things that are contributing factor, but I think that pre budgeting matters. It's also, I mean, it's not particularly this question, but the other thing I would always like pre negotiate is we're going to run ratios, and there's going to be this ratio of rev ops people to the sales team as defined by X, so that I don't have to come back to you for incremental heads all the time, or whatever it is, sales engineers to salespeople, like anything, there's, we're just going to run ratios, so I don't have to come.

[00:54:29] Jeremey Donovan: Make a business case constantly.

[00:54:34] Jacki Leahy: The real life hacks are at 55 minutes into the webinar.

[00:54:42] Aaron Janmohamed: Good point. All right. I have a 

[00:54:44] Camela Thompson: question asking what ratio Jeremy would Um, argue for in terms of ops to personnel supported. 

[00:54:53] Jeremey Donovan: Yeah, actually, I do. I do a lot of benchmarking and the typical benchmark is around depends on the size of your company, but it's around 12 to 1 15 to 1 of rev ops people to the combination of A.

[00:55:06] Jeremey Donovan: E. C. S. M. S. And S. T. R. S. 

[00:55:10] Jacki Leahy: Like reps, but not leadership. 

[00:55:12] Jeremey Donovan: Yeah, exactly. 

[00:55:14] Camela Thompson: Uh, so question to the group. Have you owned a budget as a rev ops role? Usually, um, I've owned through different departments is the person's comment. 

[00:55:28] Jeremey Donovan: It's happened both ways to me, right? Like there have been times where I've had the budget and there have been times where the CRO has the budget.

[00:55:34] Jeremey Donovan: I think there's a trend right now. Towards the CFO owning the budget for everything. So even CROs and CMOs don't like, I mean, they'll say they own the budget, but at the end of the day, the true economic buyer is the CFO, even if the salesperson never sees the CRO, uh, CFO, sorry. 

[00:55:52] Camela Thompson: I've always had a really hard time in operations, not seeing mine disappear as the year gets worse, which I understand reflexively, but it is difficult.

[00:56:05] Jeremey Donovan: Yeah, yeah, yeah. No, you got it. That's why people tend to, you know, spend it while you got it. 

[00:56:12] Jacki Leahy: Yeah. Usually the only time I've been in house and doing ops stuff, I would go to whoever is in charge and just start talking about a tool and they would just hand me their credit card. So I don't know.

[00:56:28] Aaron Janmohamed: All right, well, this is such great commentary so far. Um, I want to thank RevOps Co op for hosting this. Normally, I would end with a QR code, but as I mentioned, we don't have the report finished. It'll be done next week, so I'll just send it to everyone that registered, so you'll get a free copy. You won't have to go through a form or anything.

[00:56:44] Aaron Janmohamed: And my only ask would be to, uh, connect with me on LinkedIn. And after going through the report or listening to this, you have questions of things that you wish we would have answered or, or want us to go into in greater depth. That's certainly something we can invest time and resources into. So let me [00:57:00] know.

[00:57:00] Aaron Janmohamed: And that gives me, uh, some, some good milestones or pointers on, on, on where we should take all of this. But so far it's been really interesting and really helpful. I think that's it from the BoostUp side. Anything else, uh, Camilla, from the RevOps Co op side? Or panelists? Uh, 

[00:57:14] Camela Thompson: let's see. You have until November 11th to get RevOps AF conference tickets at the lowest price they will be.

[00:57:21] Camela Thompson: It's like basically 50 percent off. Of what you would pay at the last minute. So you should probably do that now. Um, And we have a great lineup already forming and I get some say in the content. So it's gonna be spicy Thank you everyone, I really appreciate it Thank you. Aaron for running the show. Thank you.

[00:57:44] Camela Thompson: Jeremy and jackie for giving us your expertise And thank you to everybody on the call. There will be a recording We will send it out and I hope you have a great rest of your day. Hi everyone. 

[00:57:56] Jeremey Donovan: Thanks