Why Rev Ops Leaders Shouldn’t Own Go-to-Market Tech Strategy: Insights from Max Maeder of Found HQ
In a recent episode of the Operations Podcast, Max Maeder, CEO of Found HQ, shared invaluable insights into the challenges of managing go-to-market (GTM) tech strategy within revenue operations (Rev Ops). With a decade of experience in Salesforce and Rev Ops, Maeder emphasized the importance of delegating specific responsibilities to specialized teams to ensure efficiency and success. Here are the key takeaways from his discussion with Sean Lane.
The Evolving Role of Rev Ops
Revenue operations have expanded rapidly, encompassing not just sales ops, but also marketing ops, customer success, deal desk, AI, data analytics, and the entire go-to-market stack. This rapid expansion often leads to overwhelming responsibilities for a single leader. According to Maeder, the sheer number of tools and point solutions used in modern go-to-market strategies necessitates specialized expertise that a typical Rev Ops team might lack.
The Case for External Help
One of the primary reasons companies seek external help is the need for specialized knowledge that internal teams might not possess. The go-to-market tech stack, with its myriad tools and applications, requires a depth of expertise that can be difficult to maintain internally. Maeder highlighted that while it's feasible to have a few Salesforce admins, expecting them to be experts in every tool within the stack is unrealistic.
Delegating Go-to-Market Tech Strategy
Maeder strongly believes that Rev Ops should not own the go-to-market tech strategy. While it might be necessary for early-stage companies with fewer than 50 reps to have a Salesforce admin within Rev Ops, larger organizations benefit from a more segmented approach. He suggests spinning out the tech strategy to specialized teams, thereby allowing Rev Ops to focus on core strategic and operational responsibilities.
Balancing Internal and External Resources
The balance between internal and external resources is highly contextual. Maeder advises that internal teams should focus on broader strategy, architecture, and roadmap planning, while external specialists handle execution. For example, managing complex tools like CPQ (Configure, Price, Quote) requires deep integration with the business, which is better handled by an embedded specialist rather than a generalist internal team.
Benefits of a Specialized Approach
By removing the go-to-market tech piece from Rev Ops and assigning it to specialized teams, companies can create a more scalable and efficient enterprise applications infrastructure. This separation allows Rev Ops leaders to concentrate on strategy and high-level planning without being bogged down by the intricacies of tech implementation.
Practical Steps for Companies
Assess Internal Capabilities: Evaluate whether your internal team has the capacity and expertise to set the direction for tech projects. If not, consider bringing in external consultants or freelancers.
Resource Allocation: Develop a resource model that leverages internal teams for strategic planning and external specialists for execution. This ensures that you get the best of both worlds without overstretching your internal resources.
Quality Control: When engaging with freelancers or contractors, ensure they are extensively vetted to avoid the risks associated with unverified external help. Platforms like Found HQ specialize in this vetting process, providing a reliable source of qualified contractors.
Additional Materials
For further reading and resources related to GTM strategies and Rev Ops best practices, check out the following:
Listen to the full podcast here or watch the full Interview here
Video Short: Does RevOps have too many responsibilities?
Video Short: RevOps Needs to Give up Managing Salesforce
FAQs
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Rev Ops leaders should focus on strategic planning and high-level operations. Managing the intricate details of go-to-market tech strategy requires specialized knowledge that is better handled by dedicated tech teams.
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Delegating this responsibility allows Rev Ops to concentrate on broader strategies, improves efficiency, ensures specialized expertise in tech implementation, and creates a scalable infrastructure.
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How can companies balance internal and external resources for go-to-market strategies?
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Companies should ensure that contractors are extensively vetted for their skills and experience. Platforms like Found HQ provide a reliable source of qualified freelancers and contractors.
