You don't have a design problem. You have five correct designs that don't agree.
Every business unit built a reasonable revenue system in isolation — a reasonable definition of qualified, a reasonable marketing-sourced attribution model, a reasonable NRR calculation. There are five of them, and the board is handed a number that is really five numbers wearing one label.
- Team
- 6–12 person pod
- Term
- 6–18 months, often annual
- Accountability
- Portfolio-level KPIs
- Workstreams
- Marketing · sales · customer · systems · change
What you're actually dealing with
Section 01Fragmentation, not absence
You already have a RevOps org — five to fifty people — split by function or region. The capability exists; the agreement doesn't.
Conflicting sources of truth
Multiple CRM instances, a PRM, a CS platform and a warehouse, each authoritative for somebody. The fix is a canonical data layer, not another tool swap.
Attribution is politically contested
Campaign-sourced, sales-sourced and expansion revenue are a standing argument between marketing, sales and customer teams. Whoever owns the definition owns the credit.
Adoption fails, not design
The technical work is the easy half. Getting five VPs to adopt one shared definition without a mandate from above them is what decides the outcome.
The honest risk at this scale is political rather than technical: a correct design that nobody adopts. That's why change management is a named workstream with its own KPI, not an afterthought in the final phase.
What we deliver
Section 02A cross-functional pod on one scope
Marketing ops, sales ops, customer ops, systems architecture and change management working a single roadmap, integrated with your internal RevOps staff rather than replacing them.
A canonical data and attribution layer
One definition of a qualified opportunity, one marketing-sourced attribution model, one NRR calculation — implemented in the warehouse and pushed back to the systems each team already uses.
Governance that survives our exit
Steering committee cadence, deal desk and discount governance, field standards and a release process. The ownership model is rebuilt, not recommended.
Executive reporting that reconciles
One auditable number for the board, traceable to CRM, PRM and CS data rather than assembled in a deck the week before the meeting.
Engagements we run at this size
Section 03Demand operations rebuild
Lifecycle model unified across regions and business units on one accepted definition.
60–90 days · 1–2 operatorsMarketing attribution model
Multi-model reporting rationalised to one governed basis across channels and BUs.
45–60 days · 1 operator, 1 analystMarketing data and consent foundation
Canonical account and contact model across automation, CRM and the warehouse.
60–90 days · 1–2 operatorsMarketing-to-sales handoff repair
Handoff contract enforced across regions with accept-rate reporting by team.
45–60 days · 1–2 operatorsForecast methodology standardisation
Cross-BU and region rollup methodology with variance governance.
3–6 months · 2–4 operatorsTerritory and quota redesign
Multi-dimensional territory and quota model with capacity planning.
2–5 months · 2–4 operators