Revenue operations
The system underneath the growth.
The operating system under growth — funnel modelling, sequencing, forecasting and capacity planning across markets. The plumbing that made a number repeatable.
What it turned on
Growth that could not be forecast was luck, and luck does not survive a bad quarter. Revenue operations was the unglamorous layer that turned activity into something predictable enough to staff, forecast and improve — the difference between a good quarter and a good machine. It is also where I learned how easily a dashboard can measure the wrong thing convincingly, which is most of what I write about now.
How it went
Four moves, in order.
Modelling the funnel
End to end — conversion, velocity and capacity, market by market.
Sequencing the motion
So effort landed where it converted rather than where it was comfortable.
Forecasting from the model
And then holding the number when the mood in the room wanted a different one.
Clearing the constraint
Find the bottleneck, clear it, find the next one. There was always a next one, and pretending otherwise was how teams optimised something that was already fine.
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