2025-12-19
RevOps is operationalizing revenue growth across a business.
Most definitions of Revenue Operations focus on alignment between sales and marketing. That's part of it but it's a small part.
Here's our definition:
RevOps is operationalizing revenue growth across a business.
That word—operationalize—does a lot of work. It means turning abstract concepts into observable, measurable phenomena. Taking an idea like "we need to grow revenue" and making it real: designed, built, measured, improved.
And the key phrase is across a business. Not just in sales. Not just in marketing. Everywhere the revenue cycle touches.
Revenue growth has levers everywhere in an organization:
Legal underlies all of it.
Each function contains variables that affect revenue. The job of RevOps is to know what those variables are, understand the levers associated with them, and tune the machine.
This is where most RevOps thinking stays too narrow. If you're only optimizing the handoff between marketing and sales, you're ignoring most of the system.
Contracting during the sales process. Redlines that slow deals or kill them. Copy review on marketing content. Compliance constraints that shape what campaigns are even possible.
Legal isn't a revenue function—but it's absolutely a revenue variable. Same with Finance. Same with Product. RevOps that ignores these functions is RevOps that can't see the whole board.
At the time I did not know this would be the foundation for our current business and operating model here at Levver. It’s now more refined and fine-tuned, but it’s where this concept came from, the egg it hatched from.
The discipline isn't just knowing the levers exist. It's building the relationships and processes that let you actually pull them. When we first designed an enterprise service model to deliver RevOps (to a $Billion/year business) I drew it up like this:
That means Marketing Ops and Sales Ops aren't separate kingdoms—they're one system with shared visibility. It means Finance understands pipeline dynamics well enough to forecast accurately. It means Legal is looped into deal structure early, not as a bottleneck at the end.
Without it, you have functional silos optimizing locally while the overall revenue engine underperforms. With it, you have a team that can see the whole machine and tune it together.
We don't advise from the outside and hand over a strategy deck. We embed alongside your team and build the levers together—designing, executing, measuring, iterating.
That's not a service model preference. It's a consequence of how we define the discipline.
You can't operationalize revenue growth from a distance. You have to be in the system, collaborating across functions, turning ideas into observable results.
That's RevOps. That's how we see it. That's how we do it.
Conserve energy, magnify force
