You don't need a RevOps department. You need the first one to work.
At your size the problem usually isn't complexity — it's absence. There's a CRM, but it logs activity instead of forecasting revenue. There's a channel motion, but it lives in a spreadsheet someone updates when they remember. There's a CS team, but health scoring is a feeling rather than a number.
- Team
- 1–2 embedded operators
- Term
- 3–6 months, renewable
- Accountability
- 1–2 headline KPIs
- First cadence live
- 60–90 days
What you're actually dealing with
Section 01The CRM logs, it doesn't forecast
HubSpot or Salesforce was implemented to record activity. Stage names exist, stage definitions don't, and the forecast is corrected by a multiplier your sales leader keeps in their head.
Marketing hands over leads nobody works
Campaigns generate volume, routing rules were written once, and nobody can state which source produced revenue. Demand spend is defended on anecdote rather than on pipeline.
Post-sale is a black box
Your first cohort of customers reaches renewal at scale before anyone has instrumented time-to-value, and the renewal calendar gets built during the fire drill.
There's nobody to hand off to
You can't justify a full-time VP of RevOps yet, and the generalist wearing the title is already spending their week on CRM tickets rather than on the operating system.
The honest risk at this size is that budget runs out before the habits stick. We design for that: the cadence has to survive our exit, so ownership transfers from week one rather than at the end.
What we deliver
Section 02An embedded operator, not a slide deck
We put a practitioner inside your team who runs the pipeline review rather than designing one and leaving. Your people learn the cadence by sitting in it.
A working cadence in 60–90 days
Demand review, pipeline review, and forecast call. Same day each week, same definitions, same numbers on the screen.
A CRM rebuilt for the forecast you'll need
Stage definitions with exit criteria, required fields, forecast categories, and attribution logic. Re-architecture on what you own, not a rip-and-replace you can't afford.
Success measured on numbers your board asks about
One or two headline KPIs — usually forecast accuracy and pipeline coverage — instrumented at baseline and published against that baseline in this portal.
Engagements we run at this size
Section 03Demand operations rebuild
Scoring, routing and SLAs rebuilt so paid demand is worked while it is still warm.
60–90 days · 1–2 operatorsMarketing attribution model
First-touch and sourced pipeline defined, published and reconciled to the CRM.
45–60 days · 1 operator, 1 analystMarketing data and consent foundation
Duplicates resolved and a hygiene routine that keeps them resolved.
60–90 days · 1–2 operatorsMarketing-to-sales handoff repair
One accept definition, an SLA per segment and a shared weekly demand review.
45–60 days · 1–2 operatorsFirst sales process build
Stages with exit criteria, a qualification method and a weekly forecast call.
90 days · 2 operatorsForecast methodology standardisation
Single-team rollout with variance tracked from the first week.
3–6 months · 2–4 operators