So You Just Got Hired in Your Ops Role. What Next?

Congratulations on your new RevOps role! 🎉 Stepping into revenue operations at a mid-size company or a post-Series A startup is exciting – and a bit daunting. RevOps (Revenue Operations) is the engine that keeps marketing, sales, and customer success aligned and running smoothly. It’s your job to drive efficiency and strategic focus across the go-to-market (GTM) teams. But where do you begin?

In this guide, we’ll walk through a practical 30-60-90 day plan for new RevOps hires, combining insights from RevOps veterans (gleaned from webinars like Driving Strategic Decisions as a RevOps Org, Setting a RevOps Foundation, and Combining PLG Motion with Enterprise Sales) with broader best practices. We’ll cover how to build early credibility, align teams, set up your processes and tech stack, and score some quick wins. By the end, you should have a clear roadmap for your first three months (and beyond) that will set you and your company up for success. Let’s dive in!

RevOps 101: Understanding Your Role and Scope

Before you rush into action, take a step back and clarify what RevOps means at your organization.

“Revenue Operations spans the entire revenue engine – marketing, sales, and customer success – and ties together the people, processes, and technology that drive revenue.”

-Matthew Volm

In other words, you’re the connective tissue making sure all GTM functions work in unison, using efficient processes and shared data.

Setup your Revops Charter - your scope and goals

For a first RevOps hire, it’s important to outline which areas you’ll cover and get buy-in from leadership. For example: Will you manage the CRM and marketing automation tools? Are you responsible for sales forecasting? What about customer success processes or billing ops? Write down the key responsibilities across people, process, and technology. Ensure everyone agrees on what you own and where you’ll collaborate with other team. This simple “RevOps charter” will serve as your North Star and avoid confusion about your role.

Why is this so critical? RevOps often touches many areas, and without clarity, you can either get pulled in too many directions or step on someone’s toes. By setting the foundation upfront, you establish yourself as a strategic partner who will bring order to chaos (as Matthew Volm puts it, a RevOps specialist “controls the chaos” that naturally comes as a company grow. Now, with your scope defined, let’s map out your first 90 days step-by-step.

First 30 Days: Listen, Learn, and Map the Landscape

Your first month is all about learning the lay of the land. Think of this phase as your discovery and diagnosis period. Here’s how to tackle it:

• Go on a “Listening Tour”
  
  Start by meeting as many people as you can across the GTM teams. Schedule one-on-ones with leaders and team members in Marketing, Sales, Customer Success, Account Management, Partnerships – any function that touches revenue. As Matthew Volm advises, immerse yourself in conversations at all levels, not just VP.
  
  Ask about their goals, challenges, and what’s on their wish-list for improvements. Taking this time to genuinely listen will build relationships and uncover pain points. (Plus, you’ll earn trust by showing you’re here to help, not to dictate.)
  
  
• Shadow Key Processes and People
  
  Don’t just talk – observe. Sit in on sales calls and demos, listen to how reps handle leads, and watch how they use the CRM. Shadow a customer success manager during a QBR (Quarterly Business Review) or support call to see how they prep and where they hit friction.
  
  Join a marketing meeting to learn how campaigns are kicked off and handed to sales. Actually watching people work is eye-opening; you’ll spot inefficiencies and gaps that may not come up in an interview.
  
  For example, you might notice sales reps manually doing something that could be automated, or marketing and sales misaligned on lead handoff criteria. These observations are golden insights for you to act on later.
  
  
• Understand the Product and Customers
  
  As a RevOps lead, you need a solid grasp of what your company sells and to whom. Spend time with the product: take a product demo (or use the product if possible) to understand the user experience. Talk to a product manager or solutions engineer about the product roadmap and common use cases.
  
  Also, review ideal customer profiles (ICPs) and buyer personas if they exist. If you can, read a few recent customer win stories or support tickets. This product/customer understanding will help you align processes to the buyer journey. For instance, if you learn that enterprise customers require security reviews (slowing deals), you might later streamline how Sales and Legal coordinate on that process.
  
  
• Audit the Tech Stack & Data Flows
  
  Map out all the tools in the revenue tech stack and evaluate their health. Typically this includes the CRM (e.g., Salesforce, HubSpot), marketing automation (Marketo, HubSpot, etc.), sales engagement tools (Outreach, Salesloft), analytics or BI tools, customer success platforms (Gainsight, etc.), maybe billing or product usage tracking systems.
  
  Document what’s in use and check the integrations and data flow between them. Are leads from the website automatically creating contacts in the CRM?
  
  Does marketing have visibility into sales opportunity stages? Is product usage data flowing into the CRM (important for product-led models)? Identify any broken connectors or siloed data.
  
  Also assess data quality – e.g., is the CRM filled with duplicates or missing key fields?
  
  As a new RevOps hire, a systems audit is a foundational step (think of it as checking the engine before a road trip). You might not fix everything in month one, but you’ll know where the biggest gaps are.
  
  
• Gather Performance Baselines
  
  Request or compile current metrics reports to understand baseline performance. Look at things like: lead volume and conversion rates at each stage, sales pipeline by stage, win rates, average deal size, sales cycle length, customer churn rates, renewal rates, etc. Don’t worry if not all of these are readily available (that might be one reason you were hired!).
  
  The idea is to get a feel for where the business stands. Often, simply calculating a few conversion percentages across the funnel can highlight bottlenecks. For example, you might discover that only 10% of marketing qualified leads are converting to sales opportunities, or that the free-trial-to-paid conversion is lower than expected.
  
  Doing a quick funnel efficiency analysis is a smart way to spot opportunities early. Look for the stage with the biggest drop-off or a metric far below industry benchmarks. This analysis can guide your focus and also impress leadership – it shows you’re already identifying ways to improve the revenue engine.
  
  (Tip: If you find something striking – like a particular lead source with a huge drop-off – note it down as a potential quick win to address.)
  
  
• Document Your Findings
  
  As you conduct interviews, shadow sessions, and audits, take thorough notes. By the end of the first 30 days, it’s extremely helpful to compile a simple “findings and gaps” document. This could outline: major pain points by team, ideas suggested by stakeholders, process bottlenecks observed, and technology or data issues. Also list out quick wins vs. big projects.
  
  This document doesn’t have to be fancy; its purpose is to a) ensure you understood things correctly (you can even play it back to your manager or stakeholders to validate), and b) serve as the basis for your action plan in the next phases.
  
  

By the end of the first month, you should have a clear picture of the current state: how each team operates, how data flows, what the biggest challenges and wishes are, and where the low-hanging fruit might be. Equally important, you’ve started building relationships by listening to and empathizing with your colleagues. This groundwork sets you up to deliver real value in the coming weeks.

Days 31-60: Prioritize and Deliver Quick Wins (while Building the Foundation)

With a month of discovery behind you, it’s time to start making an impact. The second month in your RevOps role should balance two things: implementing quick wins that show immediate value, and laying down foundational systems and processes that will pay off longer-term. Here’s your plan for days 31-60:

• Prioritize Problems & Pick Your Battles
  
  Likely, you’ve uncovered a laundry list of issues and ideas. You can’t do it all at once, so prioritize ruthlessly. A good approach is to evaluate each potential project on two axes: impact (how much it will move the needle or solve a pain point) and effort (time/resources required).
  
  Focus on a few that are high-impact but reasonable effort – these are your quick wins. Also identify one larger initiative that is high-impact but might take longer; you’ll start laying groundwork for it now. Importantly, make sure whatever you choose aligns with what leadership cares about.
  
  For example, if this quarter’s goal is improving pipeline generation, prioritize a marketing-to-sales handoff fix or a lead enrichment project over, say, a customer success workflow. Ensure your plan supports the company’s strategic goals.
  
  
• Execute Quick Wins to Build Credibility
  
  Quick wins are things you can fix or improve in a matter of days or weeks, with minimal red tape, and that stakeholders will feel immediately. Delivering on these early will earn you goodwill and prove the value of RevOps. Here are some examples of quick wins:
  
  
  
  • Streamline Lead Routing: Perhaps you found inbound leads were getting stale in a queue or manually assigned. Implement an automated scheduling and routing (using your CRM or a tool like LeanData or RevenueHero) to ensure inbound leads get to the right rep within minutes. This can instantly boost conversion of hot leads to meetings.
    
    
  • Fix a Data Pain Point: If sales reps complained about missing info in leads (e.g., “we never know company size”), set up a data enrichment integration (using Clearbit, ZoomInfo, etc.) to auto-fill key fields. Or simply create a report of duplicate accounts and spend an afternoon cleaning them up. A cleaner CRM = happier reps.
    
    
  • Enable a Sales/CS Play: Maybe customer success managers lack visibility into usage data and it’s causing churn risk. You could integrate product usage stats into the CRM and create an alert when usage drops. For instance, RevOps leader Drew Frayre mentions how his team unified product data into HubSpot to diagnose churn and even detect if a customer installed a competitor, triggering an alert to the sales rep. You can implement a lighter-weight version of that idea if relevant – even a simple report of “at-risk accounts” based on login frequency can be a quick win for CS.
    
    
  • Build a Basic Dashboard: If one of your teams is flying blind on metrics, build a simple dashboard to give them insight. For example, marketing might not have visibility into how their leads progress – you could set up a funnel dashboard showing leads -> MQL -> SQL -> deals, or a campaign ROI report. It doesn’t need to be perfect, just actionable. Making key metrics visible and accessible to the team is a core RevOps value add.
    
    
  • Document a Process: Sometimes a “quick win” is clarifying confusion. If you discover, say, that Sales and Marketing have different definitions of a “Qualified Lead,” host a quick workshop and get everyone to agree on a definition and write it down. Then update the CRM field definitions or playbook so it’s officially aligned. This can prevent a lot of friction moving forward.
    
    
• Each quick fix you tackle, close the loop with stakeholders. Did you deploy a new lead routing flow? Great – announce it to the sales team, and maybe show early results (e.g. “lead response time is now 5 minutes, down from 2 hours last week”). Solving these smaller problems “gives value to the team that you’re joining and sets you up for a great relationship from the start”. People start to see you as the person who removes roadblocks.
  
  
• Start Building Your RevOps Foundations – Alongside quick wins, begin working on the more strategic foundational elements:
  
  
  
  • Reporting & Analytics Framework
    
    In the first 30 days you gathered baseline metrics; now formalize them. Decide on a set of RevOps dashboards or reports you’ll maintain and share.
    
    For example, you might establish a weekly revenue snapshot (leads, pipeline, wins), a funnel conversion report, and a churn/renewal report as core outputs. Drew Frayre, for instance, tracks a variety of metrics daily – from 30/60/90-day churn rates by segment to deal close rates and funnel conversion – and looks at them in dashboards for churn, deal velocity, and marketing attribution.
    
    Identify the metrics that matter most to your business (likely tied to revenue growth and efficiency) and set up a system to track them. This might involve configuring your CRM’s reporting, or connecting data to a BI tool if needed. Make sure these reports are not just for you – share them with team leads and execs to inform decisions. By unifying key metrics in one place, you help the company see the forest for the trees.
    
    
  • Process Alignment: Based on your findings, choose one core process to refine in this 60-day window. A common candidate is the lead management process (marketing -> BDR/AE -> opportunity). You might create a simple flowchart of the current state and identify gaps or delays. Then work with the respective teams to implement improvements.
    
    Another area might be sales handoff to customer success (e.g., standardize how/when Sales introduces the CSM). You can’t boil the ocean, so pick one process that will significantly impact efficiency or user experience. Document the new process and train the team on it. This sets a precedent for process improvement and shows RevOps is bringing order.
    
    
  • Tech Stack Improvements: If your tech audit revealed any urgent fixes (e.g., integration broken, or a tool that no one is using but paying for), address those now. Maybe you discovered the sales team isn’t using a feature that could save time (like an email template library in the CRM) – do a quick enablement session to help them start using it. Or if data isn’t syncing between marketing and sales systems, fix that integration in these early days.
    
    Even starting an evaluation for a needed tool (if something critical is missing) could happen in this phase, though buying cycles mean the impact might come later. The goal by day 60 is that your systems are running more smoothly than when you found them.
    
    
• Keep Communicating and Learning – As you implement changes, keep the dialogue open with stakeholders. Maintain those relationships you started in month one: check in with sales leaders on how the new lead process is going, ask marketing if the dashboard you made is helpful, etc. Also, update your leadership (VP or CEO) on progress.
  
  A simple weekly or bi-weekly summary of “here’s what’s been done, here’s what’s next” can build confidence that RevOps is on track. And remember to continue learning: you’ll likely uncover new information as you dig into data or see how teams react to changes. Adjust your plans accordingly – agility is key in a startup environment.
  
  

By the end of 60 days, you should have a few tangible wins under your belt.

You’ll also have laid down some building blocks: initial dashboards, cleaner data, and at least one improved process. These accomplishments build your credibility and momentum. Now you’re ready to leverage that goodwill to tackle bigger strategic initiatives.
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Days 61-90: Drive Strategic Decisions and Long-Term Impact
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As you enter months 3 and beyond, your focus should shift more to strategic, high-impact initiatives that set the company up for scale. You’ve fixed the urgent stuff; now it’s time to be proactive and forward-looking. In the days 61-90 timeframe, aim to accomplish the following:

• Evaluate and Present Big Initiatives – Revisit that list of high-impact projects (the ones that take more effort) and pick one or two to start driving. Examples might include: implementing a new forecasting model, redesigning the customer onboarding journey, overhauling the KPI reporting system, or rolling out a sales enablement program. By now, you have context and some data to back proposals.
  
  Build a business case and present your recommendations to leadership and stakeholders. For instance, if you believe the company needs a better self-serve funnel for small customers (to free up sales for bigger fish), outline that plan. Or if analysis shows a key drop-off in the sales funnel, propose a project to fix it (maybe a lead nurture program or a rep training initiative). Getting buy-in on a major project around the 90-day mark is ideal – it shows you’re not just reacting to existing issues but driving strategic decisions based on what you’ve learned. As RevOps, this is where you move from firefighter to strategist.
  
  
• Double-Down on Data and Insights – By now, you should have regular reporting in place. Use that data to surface insights and guide strategy discussions. For example, perhaps your new dashboards reveal that churn is spiking in a certain customer segment. Investigate why and bring recommendations to reduce churn (maybe better onboarding or a pricing change for that segment). Or if you see the sales cycle is lengthening, dig into deal data to identify causes (are deals stuck in a particular stage too long?).
  
  Bring these insights to your cross-functional meetings. When RevOps provides clarity on what’s working and what’s not, you become indispensable to strategic planning. Drew Frayre positioned RevOps as a strategic function at his company by focusing on metrics that matter (like churn and deal conversion) and analyzing them deeply to find improvement areas.
  
  Emulate that by making data your superpower. You might set up a monthly “Revenue Metrics Review” meeting to discuss the funnel metrics and actions with team leads – led by you, the RevOps manager who has the full view.
  
  
• Align the Troops (GTM Alignment) – Around this time, it’s wise to formally bring the key players together to ensure alignment on go-to-market strategy. You have one foot in each team, so you can facilitate this. Consider organizing a workshop or meeting series with Marketing, Sales, and CS leadership to address questions like: Are we targeting the same ICP? Is our lead qualification criteria still relevant? How are we jointly planning for the next quarter’s revenue goals? Share the data and observations you’ve collected to drive a unified plan.
  
  This could result in, say, a revised SLA (service-level agreement) between Marketing and Sales (e.g. Marketing will deliver X quality leads and Sales will follow up in Y time), or a revamped handoff checklist from Sales to CS. By proactively fostering collaboration, RevOps helps break silos. Think of yourself as the conductor of an orchestra, making sure Marketing, Sales, and CS are playing in harmony. This not only improves execution but also cements your role as a trusted, neutral party who has the company’s best interest at heart.
  
  
• Continue to Strengthen Stakeholder Relationships – By 90 days, you’re likely working closely with department heads and many ICs. Keep nurturing those relationships. One way is to create a small RevOps advisory group or steering committee – basically a periodic sync (maybe monthly or quarterly) with reps from each team to surface issues and prioritize RevOps projects together. This keeps everyone invested in RevOps initiatives and avoids you working in a vacuum. Also, celebrate shared successes: if the changes you made led to a boost in conversion or a smoother process, call that out and credit the team’s collaboration. This maintains the positive momentum and trust you’ve built.
  
  
• Show Results and Plan Ahead – As you approach the end of your first 90 days, prepare a summary of what’s been achieved and outline the roadmap for the next quarter. Highlight the quick wins and improvements (with before-and-after metrics if possible). For example: “Since implementing the new lead routing, our demo booking rate increased from 20% to 30%. We also cleaned 1,000 duplicate records, improving email reach rate by 15%.” Showing tangible results reinforces your value.
  
  Then, lay out the 2-3 big initiatives you propose to tackle next (which you likely got approved). Perhaps it’s “Implement a usage-based scoring model to identify product-qualified leads (PQLs) for sales” or “Re-engineer onboarding to reduce churn in the first 90 days.” This forward-looking plan signals that you’re not resting on laurels – RevOps is continually driving improvement. It also sets expectations with your boss and peers on what’s coming, which is just good stakeholder management.
  
  

By the end of 90 days, you will have established a strong foundation: key processes are documented and improved, data is flowing and being reported, teams know who you are and trust you, and you’re contributing to strategic discussions. You’ve essentially answered the question “what’s next?” by demonstrating it through action. At this point, you’re not just the new hire – you’re the RevOps leader in the organization, poised to guide the company through its next phase of growth.

Special Considerations: PLG, Enterprise, and Everything in Between
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Every company’s go-to-market motion is a bit different. Many growing B2B companies today have hybrid models – for instance, a product-led growth (PLG) funnel (free trials, self-serve signups) alongside an enterprise sales motion. As a RevOps pro, you need to support both and blend them into one cohesive revenue engine. If your new company has a PLG component or multiple sales motions, keep these tips in mind:

• Bridge the PLG to Sales Gap: One big lesson shared by RevOps expert Matt Avero-Sturm was not to assume a product user will convert to a paying customer on their own. Often, PLG generates tons of users, but if a large enterprise prospect signs up for your product, they might get stuck due to security reviews, procurement, or the sheer complexity of deploying company-wide.
  
  Matt’s experience at Sprig taught him that *“the minute someone in an enterprise ICP signs up (even expecting a self-serve experience), we absolutely have to have someone swoop in and route that lead to a rep so they have a human touch right away”. In practice, this means as RevOps you should set up alerts or routing rules for high-value signups – e.g., if a signup comes from a Fortune 500 company domain or matches a key title, immediately assign it to an SDR/AE to follow up. Don’t wait for them to wander through a self-serve funnel alone.
  
  
• Tune Your Approach to the Audience: With PLG users, especially developers or product managers, a hard sales pitch can backfire (they may not want to talk to Sales). Yet they still need help to see value from the product. Work with your teams to offer helpful touchpoints that don’t feel “salesy.” For example, Matt’s team introduced a weekly group demo run by a Sales Engineer – giving users a chance to ask questions and learn, without feeling like they’re in a sales meeting.
  
  This kind of creative solution can increase conversion of PLG users to paying customers in a friendly way. RevOps can facilitate these touches by coordinating schedules, ensuring the right data (list of signups, usage stats) gets to the team running the sessions, and measuring the outcomes.
  
  
• Align Metrics and Targets for Different Motions: In a hybrid model, define success metrics for each motion and track them. For PLG, you might monitor activation rate (what percent of signups take a key action), PQL (product-qualified lead) conversion to opportunity, and expansion rate from self-serve to enterprise plans. For enterprise sales, you’ll track the usual suspects: MQL to SQL conversion, pipeline, win rate, etc.
  
  Make sure your reporting differentiates these where needed – because a funnel with thousands of free signups will look very different from an enterprise pipeline with high ACV deals. Also, educate stakeholders with this context so they interpret metrics correctly. (For instance, a 5% conversion might be great for a free user to paid funnel, whereas 20% might be the expectation from MQL to SQL in the enterprise funnel.)
  
  
• Be Mindful of CAC and Efficiency: When combining PLG and sales, customer acquisition cost (CAC) analysis can get tricky. The spend on product and viral growth might be hard to attribute per lead, and sales efforts layer on top. As RevOps, work with finance to ensure you’re measuring ROI in a sane way. You might look at blended CAC (overall cost vs. overall new revenue), but also track CAC for enterprise deals separately from self-serve if possible.
  
  The key is to watch the efficiency of each motion – e.g., if you pour budget into a free user program, are enough converting to justify it, and if sales spends time on free users, is that yielding big deals? Use data to find the right mix. The good news: PLG can actually feed the sales funnel with warmer leads. Your job is to instrument that flow (tracking when a free user becomes a sales lead) and make sure the sales team capitalizes on it.
  
  
• Leverage Partnerships and Other Revenue Streams: Don’t forget any other motions that might exist. Some companies have significant revenue from partners or channels. If that’s the case, incorporate it into your RevOps plan. For example, if resellers bring deals, ensure those are tracked in your CRM with proper attribution. Or if you have a referral program (like an affiliate or integration partners), include those contacts in your funnel analysis.
  
  
  Essentially, RevOps must provide a holistic view of all revenue sources. One webinar takeaway was that partnerships can be a clever lever in a PLG+Enterprise strategy (tools like UserGems were mentioned for tracking champions moving between companies to generate leads. While that’s a specific tactic, the general point is: be creative and look at all avenues through which revenue comes, and make sure they have supporting ops processes.
  
  

In summary, tailor your RevOps approach to your business model. If your company is sales-led, you’ll focus more on pipeline and sales process; if it’s product-led, you’ll spend time connecting product usage data to revenue outcomes. Many will be hybrid, so you’ll do a bit of both. The core principles of RevOps (alignment, efficiency, data-driven decision making) remain the same, but where you apply them might differ. Stay flexible and keep learning from those who have successfully navigated similar complexity.
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Wrapping Up: Your First 90 Days and Beyond
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Your first 90 days in a RevOps role set the tone for your tenure. By following a structured plan – listen and learn first, then act on quick wins, then drive strategic projects – you build credibility and momentum in a smart, sustainable way. You’ve moved from understanding the current state to improving it, and finally to steering the future. Along the way, you’ve established trust with your teams (by solving their pains and not just dictating process), and you’ve positioned RevOps as an indispensable function that drives strategic decisions, not just reports on them.

A few parting tips as you continue beyond 90 days:

• Keep the “Ops” Trifecta in Balance: Always consider people, process, and technology together when rolling out changes. For instance, a shiny new tool won’t fix a broken process or a disengaged team. Conversely, even a great process can fail if the tool doesn’t support it or people aren’t trained. Continue to be that holistic thinker who bridges gaps.
  
  
• Scale Thoughtfully: As the company grows, revisit the foundations you set. What worked for 50 employees might crack at 150. Use the agile mindset you showed in the first 90 days repeatedly – periodic audits, feedback loops, and tweaks. Also, start thinking about what additional RevOps resources might be needed (maybe you’ll be hiring an analyst or admin as workload grows, or enlisting a contractor for a big project).
  
  
• Foster a Data-Driven Culture: You’ve introduced dashboards and metrics; encourage teams to use them in their day-to-day. Perhaps institute a practice that every decision or new idea considers data (which you can help provide). When colleagues come to you for insights before making a move, you know RevOps is truly enabling the business.
  
  
• Never Stop Listening: You did a listening tour at the start – but the conversation with the field is ongoing. Keep close to the sales floor (or Slack channel), join quarterly customer calls, solicit feedback after each big change. This helps you stay ahead of issues and continue being the problem-solver folks rely on.
  
  
• Celebrate and Reflect: RevOps can sometimes feel like an unsung hero role, working behind the scenes. Take time to celebrate wins – whether it’s a quarter with record sales (enabled by the ops groundwork you laid) or a dramatic improvement in a metric. Also reflect on lessons from things that didn’t go as well, and share those learnings.
  
  

Finally, remember that as a RevOps leader you sit in a unique vantage point in the organization. You’ll gradually become the advisor that executives turn to for understanding the revenue engine and where to invest to accelerate growth.

By following the steps outlined – building relationships, delivering results, and driving strategy with data – you are well on your way to being that strategic RevOps powerhouse. Welcome to the Ops adventure, and good luck – you got this! 🚀

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