Sales and Rev Ops leaders have long been the unsung heroes of revenue generation – until now.
We realized that Ops needed a voice, especially in the European market. That’s why we’ve created this Inside Modern Sales Operations series. You’ll find each article packed with real, unfiltered advice from one Rev and Sales Operations leader that’s influencing the B2B SaaS industry worldwide.
Today we’re featuring Marc Aragay, Sales and Customer Success Operations Manager here at Bloobirds. Let’s jump on in!
Tell us a bit about yourself
I have five years of experience as a Sales Ops Manager in high-growth B2B SaaS companies such as RedPoints, The SaaS Institute, and, currently, Bloobirds. I’ve also acted as a Salesforce & RevOps consultant on over 40 projects with B2B startups.
How do you contribute to your team’s success?
I manage our current tech stack, which primarily consists of Bloobirds and Salesforce. I’m responsible for maintaining a structured process for our outbound and sales pipelines to provide strategic insights that enable the management team to make data-backed decisions.
Our goal for the next few months is to grow our SDR team systematically, without losing control of the process and continue tracking each step of our pipeline with precision.
What’s your sales operations best practice?
I’ve learned that too much info is never a good thing. Be selective with the information you provide to both users and internal stakeholders. Achieving this comes through a mix of listening to users and understanding internal processes/strategy. Your end-process should always be simple for users, but with sufficient information to give enough feedback to managers.
It all comes down to what does the user need, and what do the stakeholders care about? Any time I start a new project, I first think- what is the real strategic insight we’re looking for? Then, how do I make the process intuitive and easy for the user?
Any new process I implement, I think about the potential consequences at least six months out.
The first step is to understand your sales processes, and next, identify relevant data that is useful and meaningful to stakeholders’ needs. This thought process should determine what to show or hide in a Salesforce layout, which required fields we ask for from users, and any decision, no matter how small.
I’ve also learned the importance of being forward-thinking. Any process I implement, I think about the potential consequences at least six months out. The evolution of Bloobirds is at the head of my every decision. Overall, understanding the sales process and having the full picture before you start can save your team from future frustrations.
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