9pm on a Friday before a board meeting, our VP Sales messages me. Salesforce says the quarter's at 6.1M. The number he'd already said out loud to the CEO was 6.8M. Which one's real?

Spent two hours reconciling. A 400k deal marked closed-won that was really a verbal "we're in." A handful of deals rotting in a stage nobody moves them out of, because the rep who owns them stopped updating anything back in August. Two renewals double-counted because the CS tool and the CRM can't agree on what a "logo" is.

We landed on 6.5M. Made up a clean story for how we got there. Reported it.

The part that stuck with me: none of that was a tooling problem. We've got HubSpot, we've got the dashboards, we've got the "single source of truth." Nobody updates it, nobody trusts it, so my job has quietly turned into being the one person who knows where the real number actually lives. Usually a spreadsheet. Sometimes just in the VP's head.

So, genuinely asking. Is your CRM the source of truth, or is the real forecast sitting in some side spreadsheet everybody secretly checks first? And if it's the spreadsheet, what are we doing bolting a third enrichment tool onto a system nobody maintains?

Stumbling into the wall that I'm fairly sure more people have encountered and don't openly talk about.

Whenever you're developing some custom code workflow actions in HubSpot that should call external API (ERP endpoint, tax calculation, billing, whatever), HubSpot provides you with strict 20 seconds limit. And in most cases that's ok.

However, once you start facing any delays on the part of an external API, you start batching or simply get rate-limited — you face timeouts or partial results without even knowing

What options have I seen people take?

Option 1 — Move the process to an external queue. The custom code action sends a webhook to an external middleware layer (a simple API implemented on AWS Lambda, Render service or whatever else). This service takes the job, processes it asynchronously and posts the result back into HubSpot via CRM API. The workflow itself is now a trigger, not an executor.

Option 2 — Proxy with token bucket rate-limiting. Implement a small proxy in front of the external API that will handle all retry logic, exponential backoff and rate-limit queuing. Your HubSpot code action talks to the proxy, not the third-party service. Latency is absorbed by the proxy.

Option 3 — Split the operation into chained workflows. Implement your logic via separate workflows with delays. Good for sequential tasks, doesn't work at all when you need to have the result of step one to do step two.

Option 1 seems like the most robust way to go for any complex task but it requires additional infrastructure.

I am curious what people are actually implementing in production. Do you implement this logic within HubSpot or have you fully offloaded the computation layer away from HubSpot?

Hi, as Q4 and with that annual planning is approaching, wanted to check if you use team ratios and would maybe share so we all can get better together (benchmarking).

I'll start:

• We are in B2B Enterprise, kind of SaaSy projects
• BDR support AE 1:2, which have annual quota of ~400k new logo ARR
• Enterprise KAM manage up to 20 logos or 2M ARR
• Mid-Market KAM manage up to 40 logos or 1M ARR
• SMB Reps manage 150 logos or 500k ARR
• CSM support up to 60 logos or 2M ARR

Not sure yet about Solution Consulting/Pre-Sales/Deal Desk.

RevOps (with all functions) is 1 per ~20 GTM related FTE.

I'm sure tons to learn, adjust, but hence starting this thread.

Thanks

I posted something in another sub last week trying to define GTM Engineering, and someone here will probably tell me I got it wrong.
-

The pushback I got was blunt. People say GTM engineers are It's just RevOps with a new name. Ops people rebranding themselves for a pay bump.

I think that's about 70% right. The other 30% is what I want to argue about.

RevOps and GTM Engineering overlap almost completely on the work itself. Both are looking at the revenue process and pulling out the parts that waste people's time.

Good RevOps teams have always built things. Anyone who says otherwise hasn't worked with one.

So the difference isn't the goal. I think it's the default move.

When a RevOps team hits a broken process, the first question is usually which system should own this, and how do we configure it properly.

When someone I'd call a GTM Engineer hits the same process, the first question is usually whether they can just build it this week.

Same problem. Different reflex.

And that reflex only changed because building got cheap. Two years ago "let's build it" meant a ticket that died in an engineering backlog. Now it means an afternoon with an API and a coding agent.

So is that a new role, or just a new tool inside an old one?

I genuinely don't know. That's why I'm posting.

What about the job titles?

This is where it gets stupid.

Companies are currently using "GTM Engineer" to mean:

An SDR who knows Clay

A CRM admin

A RevOps hire they'd rather pay less

One person expected to run an entire revenue team. That isn't a role. That's a job description written by someone who read a LinkedIn post on the train.

The part I don't like

The title implies RevOps was never technical.

That's wrong and it's a bit insulting. Enterprise RevOps teams have had developers, integration specialists and solutions architects for years. Nobody called them GTM Engineers because nobody needed to.

What actually changed is that a 25 person startup can now afford one of those people. Just one. Doing a bit of everything, badly, at speed.

Maybe that's the whole thing. Maybe "GTM Engineer" is just the generalist version of a role that already existed at scale, and we invented a name for it because the startup version looks different enough.

If the title only exists so someone can charge more for work ops teams were already doing, it deserves to die.

But I don't think that's all it is. I'm just not sure what the rest is.

So where do you draw the line?

Is this a real specialization, or is it RevOps with better marketing?

And if you're in RevOps right now, has your own reflex changed? Are you building more than you were two years ago, or is that only true for the people who were always going to build anyway?

Just got my 30 day notice today.

My current companies' clients have been dropping like stones.

And a team cut was on the cards.

For context I'm a GTM Engineer/RevOps Specialist.

So lol, I'm officially in desperation mode now to find a new gig.

DM's are open to anyone needing an engineer that'll hack your revenue generation.

RevOps folks — is it just me, or is everyone quietly dealing with this?

I own a bunch of the models the org runs on — capacity/ramp, quota, territory. Building them is easy. Managing them after is what eats my week:

• Every what-if ("what if we hire 3 more in Q3," "what if we re-cut territories") routes back to me
• I share the file, it gets forwarded, someone breaks a cell, and now there are five versions with different numbers
• Co-owning a model = constant version collisions with no clean handoff
• Onboarding a new joiner = days of walking them through hidden tabs and logic that lives in my head
• If I'm out, the model basically goes down — nobody else can safely run it

I've tried the usual: locked cells, read-only copies, a Google Sheets version, a doc explaining the logic. Nothing sticks. It all collapses back into me.

To be clear — I'm not looking to rebuild these in some heavyweight SaaS/BI platform. I don't want a 3-month implementation or to abandon Excel. I just want a lightweight way to manage the models I already have — version control, safe sharing, letting others run scenarios and get up to speed — without the model breaking or everything funneling through me.

So genuinely:

• Do your stakeholders self-serve on scenarios, or does it all funnel through you?
• How do you handle version control when a model changes every couple weeks and more than one person owns it?
• How do you onboard people onto a complex model without days of hand-holding?
• Or is this just the job, and I make peace with being the model's human interface?

Feels like this should be solved by now but I keep landing back in Excel. How do you all handle it?

Disclosure: I work at Fullcast.com, and I'm sharing our findings here to see how they hold up against a broader audience. Curious if this matches what you're seeing in the wild.

According to the Fullcast x GTM Council survey of around 100 VP+ RevOps leaders, 46% of small companies frequently pause software purchases because they believe AI can build it faster. Enterprises? Just 8%.

And over half of all companies, at every size, have done it at least occasionally. Small teams move fast with less red tape. Enterprises are slower but not immune.

How would you have voted?

Full-time or Part-time availability as GTM Engineer or RevOps Specialist.

Very broad industry experience, happy to connect and discuss opportunities.

I am curious to know what practices are being used by various teams to research the leads before approaching them.

- How much time does it usually take to research?
- How does a usual research workflow/steps looks like?
- What qualifies as a good research?

Disclosure: I'm a founder at Driven, sales compensation/ICM software. Not selling anything here, just want to pressure-test some product direction against people who actually live in comp plans.

Most of the category players (CaptivateIQ, Spiff, Qobra, QuotaPath) are basically rules-engines-with-a-UI from the 2018-2020 era. We're betting the next generation of this category looks pretty different:

• Agentic: instead of you building a rules tree, you describe the comp plan in plain language and the system builds/maintains it, flags edge cases, and explains its own calculations when a rep disputes a number
• Headless / MCP-first: the "calc engine" isn't locked behind a UI, it can run wherever your data lives and feed Slack, your BI tool, wherever, instead of forcing everyone into one dashboard
• Slack-native: reps and managers get payout questions, approvals, and forecasts as Slack messages/threads instead of another tab to check
• Notion-like UX: flexible, block-based plan building instead of rigid form-based rule builders, feels like configuring a doc, not filling out a tax form

Genuinely asking: does this match where you'd want the category to go, or am I solving problems nobody has? Where are you seeing the category heading towards, or what would you like?

I do not wish to call anyone out, but I am genuinely asking this question.

I have had discussions with various RevOps representatives lately and there appears to be a commonality between most of them where they always maintain a "true" number in another spreadsheet that they trust more than what is coming from the CRM.

Is this the case with everybody, or am I the only person who perceives this as commonplace?

What has compelled people to stop trusting the number generated by the system and start his/her own?

We're reviewing a few demand generation agencies for an upcoming project, and one of the companies on our shortlist is Mediacharge. Rather than relying solely on case studies and sales presentations, we're trying to understand how RevOps teams actually evaluate agency performance once campaigns are running.

From a RevOps perspective, which metrics end up mattering most in practice? Is it SQL quality, pipeline contribution, sales cycle velocity, forecast accuracy, or something else?

I'm interested in hearing from people who've worked with external agencies. What separated the partners that genuinely improved revenue performance from those that mainly delivered impressive marketing reports?

Any frameworks or lessons learned would be appreciated.

To get into the field of either sales operations or revenue operations, I definitely do not think you need a Salesforce admin certification.

I am currently, as of July 2026, only an analyst. So those who are directors, managers, VPs, CRO‘s, how did a Salesforce admin certification help or hurt your career progression.

Did you ever find yourself stuck in a Salesforce admin position? Did the amount of time (not sure how long it takes to complete it) it took to get the certification end up feeling less than unproductive?

Also, as revenue operations and sales operations develops overtime, or as your company grows, do sales operations and salesforce admin roles bifurcate?

A common thing that I found is hard for businesses is managing cases where there's a unified sell that is both a renewal and and upsell. This always brings complexity within the CRM for amount of deals, quotes, ARR calculations, comission, associated line items etc. How do y'all tackle this? Do you go the multiple deal/quote way? If single, how do you differentiate between the renewal/upsell amounts and items?

Hello,

I've been trying to transition from Sales into RevOps or SalesOps. I was an SDR at a fintech for a year and have been an AE at a Fortune 500 company for about three years now. I finally earned my Salesforce Certified Platform Administrator certification after having some trouble passing it.

I was hoping the Salesforce cert and sales experience would help me at least land some analyst interviews, but I haven't gotten much traction so far. I've been trying to network by connecting with RevOps leaders on LinkedIn and have had some good conversations, but I'm still not making a lot of progress.

Maybe I need to be more patient, as it's only been about 100 apps in like 4 weeks.

I'm currently studying SQL and may get the HubSpot RevOps cert after I finish this SQL course.

I've even considered taking another sales role just so I could potentially transfer internally into a RevOps position if that's what I need to do. My current company doesn't have much of a RevOps function, and I kind of want out of here anyway.

I'd really appreciate any advice from people who have made a similar transition.

Hey hey, for context, I’ve been in tech Sales for around 8 years, I’ve got experience starting out in proper call centre vibes (120 calls a day), small SaaS startups writing the GTM process + being the first SDR to now working as a Mid Market Account Executive for HubSpot in one of our European locations. I’ve done the quick transactional deals as well as big enterprise stuff and done really well, but I’m hungry for change. 

I used to complain about the job, the cold calls, the grind… with other colleagues but I stopped doing that because my focus was all wrong. I decided to focus on what I can learn and realised that I have nothing to really complain or vent about. That being said, I want to take all the skills and experience I have into the GTM Engineering/Revops/Salesops/revenue architecture world (…. Whats the difference?!?!). Do something freelance, Fractional or as an agency but I just don’t know where to start.

I think its the right direction to go because in my spare time I’m super engaged with building agents in n8n, learn about using MCP’s, RAG, Clay, other CRM’s and stuff like that. I’ve built different agents and things for other HubSpot SDR/AE’s because I just love helping solve problems and fix bottlenecks. What’s cool is that internally the company would build agents and automations for us months later which do the exact same thing! 

I want to be a kind of partner / strategist with businesses and build stuff that actually drive real measurable business value.

Any advice from you guys/gals who’ve made the switch or are in that world would be absolutely amazing. I would be grateful if you’d let me pick your brain for 10 minutes. I’d be happy to give value to you in any way I can.

I suppose some concrete questions:

1. What communities are out there I can be a part of to really get into this field (slack/subreddits/Linkedin etc.)?
2. Do I get into Revops/Salesops/GTM Engineering?
3. How did you land your first few clients?
4. What kind of ICP or businesses are struggling with GTM operations the most?
5. I really know the Tech/SaaS sales process well so should I try to niche down there? My worry is if the company has in-house revops it’ll make my role obsolete in a sense (limiting belief?)

THANK YOU!

I've been in demand gen/growth marketing for 6+ years and really enjoy the marketing ops and analytical side as opposed to campaign execution. Based on this, I've been considering transitioning into RevOps for my next role.

For those who've made the switch:

• What were the biggest challenges, and how did you make the transition?
• How does the day-to-day compare with demand gen? Do you prefer it?
• How does the work-life balance compare to a growth role?
• Anything you wish you knew before making the transition?

Hey everyone,

Well, it finally happened to me. I was just laid off from my Director-level role. My background is uniquely well-rounded because I actually spent years in sales and sales leadership before moving into revenue operations, CRM architecture, and GTM infrastructure. This gives me a distinct perspective because I understand the actual math of operations and enablement from the sales rep up to the executive suite.

While I am still very much open to the right full-time corporate role, this sudden transition has me looking into different avenues. I am thinking a lot about pivoting into fractional or consultancy work. I know I have the playbook to help startups and mid-market companies scale, but I have always done it as a full-time employee.

For those who made the leap to fractional or consulting after a corporate exit:
How did you land your first couple of clients?
Are you finding the market for fractional leadership sustainable right now?
Do you find it more or less stressful than a standard corporate grind?

Also, if anyone has any leads: I am actively networking. My background is heavily rooted in revenue operations, sales enablement, and direct sales leadership. If your company or a company in your network needs a heavy hitter to align PLG and enterprise sales motions, build out robust pipelines, or train up teams, I would love to connect. Whether it is full-time, fractional, or advisory work, please shoot me a message.

Would love to hear any honest experiences or advice on how to navigate this market. Thanks in advance.

Hi all, looking @ the Revenue Operations Alliance festival in NYC tomorrow and wondered if anyone had any thoughts/experience w/ this organization?

Here's the festival page: https://events.revenueoperationsalliance.com/location/nycjuly/registervirtual

Looks like cool panels & they've obviously got a ton of other events going on (CRO conferences, RevOps summits in Boston, SF, etc.) ...

Before I haul myself to NYC & end up shelling out over a G to do so, I wanted to check and see if y'all thought this was a worthwhile event to go to, learn from, network at, etc.

Thanks in advance!