More than 200 members from the sales operations community gathered on August 17 at Boston’s Fenway Park for the inaugural, sold-out Ramp by InsightSquared conference to discuss the role, sales, data and analytics. The key takeaway from the day: sales operations professionals are one of the most valuable but unheralded positions in an organization. It’s time ops gets the attention it deserves. Below are 13 takeaways provided by Ramp speakers that will help you gain even more strategic influence in your sales ops role.
- “The number one thing that will make your sales leader fail is recruiting. Get a scorecard setup for your sales interview process. Ask consistent questions in each interview so that later on you can regress to determine which candidates will likely be the most successful within your sales organization.” — Matt Cameron, managing partner at SalesOpsCentral.com
- “A sales ops professional’s compensation should align to revenue as we are all working toward the top line goal of the organization.” — Ryan Wilcox, VP of revenue operations at Dataminr
- “The data can tell you some things but there are a lot of other elements at play. Having the experience and knowing what to look for and what not look for will help you dig deeper. The data clues you into things you should look at but more research can uncover the truth.” — Jessica Gelman, CEO at Kraft Analytics Group
- “The right time to bring in a sales ops role into your organization? As early as possible. If it’s not possible right now, hire someone part-time.” — Erin Bush, director of revenue operations at SalesLoft
- “Go home and suggest to the board that at least one person from sales ops and sales productivity should get invited to Club at the end of the year. Sales ops are extremely valuable . When you own it and understand what it means to become strategic this ask isn’t difficult.” — Doug Landis, growth partner at Emergence Capital
- “To become the co-founder of your organization you must remember you are the friction reduction engineers and productivity artists.” — Doug Landis, growth partner at Emergence Capital
- “Sales ops: we know what works and what doesn’t work because we are collecting the sales intelligence. We are the ones that keep the rationality and sanity within the organization so avoid making bad investments. It takes years for an organization to recover from bad investments.” — Dana Therrien, Research Director, sales operations strategies at SiriusDecisions
- “Sales ops job is to give sales leaders early warning indicators as to when things might go off the rails.” — Matt Cameron, managing partner at SalesOpsCentral.com
- “When you have the data and are able to combine it with your gut — you are able to lead with conviction and sell your team on what you are doing and why you are investing in it.” — Mike Wolff, SVP, Commercial Sales, SMB at Salesforce
- “Sales ops has helped me fight the internal finance team to get more headcount so we can gain more resources because sometimes the resources we have can’t get us to the pipeline goal we need to hit. Sales ops can help us get to where we need to be so we are resourced properly.” — Maria Pergolino, SVP of marketing and sales development, Apttus
- “What’s a sales ops person worth? You are worth at least what they are paying the organization’s top sales rep’s OTE. That’s what you should ask for when you are negotiating your salary.” — Dana Therrien, Research Director, sales operations strategies at SiriusDecisions
- “How can you share a brain with your VP of sales? Three tactics to take home: get aligned, mind the gap and use data to drive action.” — Mike Wolff SVP, Commercial Sales, SMB at Salesforce
- “Most analytics are out-of-sight-out-of-mind. We need the analytics to cut through the noise and reach you. That’s why we are releasing Signals in Q4.” — Sam Clemens, chief product officer at InsightSquared
Missed Ramp by InsightSquared? Check out the most talked about sessions from the event here.