The system underneath the growth.

The operating system beneath growth: funnel modelling, sequencing, forecasting and capacity planning across markets. The infrastructure that made a number repeatable.

The topic mark

Revenue operations

The mark for Revenue operations, as it appears on the Expertise and Work pages.

What it covers

Growth that could not be forecast was luck, and luck does not survive a bad quarter. Revenue operations was the layer that turned activity into something a team could staff, forecast and improve: the difference between a good quarter and a good machine. It also taught me how convincingly a dashboard can measure the wrong thing. That is where much of the writing starts.

The diagnostic

A funnel model earns its place when it predicts. Feed it last quarter's inputs and see whether it reproduces last quarter's result. Most models are built to explain the past, not to risk being wrong about the future. A model that cannot be wrong cannot help you plan.

Four moves, in order.

  1. 1

    Modelling the funnel

    End to end: conversion, velocity and capacity, market by market.

  2. 2

    Sequencing the motion

    So effort landed where it converted, not where it was comfortable.

  3. 3

    Forecasting from the model

    Holding the number when the mood in the room wanted a different one.

  4. 4

    Clearing the constraint

    Find the bottleneck, clear it, then find the next one. There was always a next one. Pretending otherwise was how teams optimised something that was already fine.

The question that remained

One shared number changed more behaviour than any dashboard. Why that holds, and what happens when a funnel is measured everywhere except at the constraint, is still being worked out.