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 unfiltered advice from one Sales Operations leader that’s influencing the B2B SaaS industry worldwide.
Today, we’re featuring Tom Andrews, Revenue Operations Manager at PassFort. Let’s jump on in!
Tell us a bit about yourself
Over the last five years, I’ve worked across SaaS, technology, publishing, and media in every role from sales operations analyst to revenue systems manager.
I’ve got a broad range of experience in designing and building revenue ecosystems. But, my personal passion and expertise are heavily technology-oriented.
I’ve rebuilt four Salesforce instances from the ground up and integrated almost every major type of supporting technology.
How do you contribute to your sales force’s success?
At PassFort, our commercial team is just under 20 people across sales, customer success, business development, and marketing.
I’m here to align everyone cross-functionally, design our revenue architecture, onboard it across our technology stack, and then manage its ongoing operations and optimization.
What’s your sales operations best practice?
Sales tech stack – consolidate to conquer
As a best practice, I suggest reducing the number of vendors in your sales technology stack and putting system symbiosis at the top of your priorities. Currently, the revenue technology market is booming, leading to significant sprawl.
And the siloed data issues that many companies face are getting worse. Therefore, revenue operations need to focus on putting time back in the hands of sellers and shifting it away from excessive administration across many platforms.
Whether within one complex system like Salesforce or across multiple systems, there’s vast potential efficiency to engineer into what your sales team does day-to-day. Many of the most significant impacts come from optimising the smallest time savers.
It’s important to remember that saving someone 10 minutes a day, consequently leads to them saving a week of working time over the year. The smallest improvement to the sales process has a substantial net impact across a team.
In one instance, the proper integration of an e-signing solution into Salesforce significantly reduced user error and administration time spent generating quotes & contracts.
In conclusion, we saved 30 sales reps an average of 12 minutes a day each. Which, across the team, was like having another 0.75 salespeople. It saved the whole team about 195 days a year, which is 75% of the 260 working days in a year.
The smallest improvement to the sales process has a substantial net impact across a team.
Craving more rev ops insights? Get all 14 actionable sales operations tips in your free copy of the full guide.
Want to check out the rest of the Inside Modern Sales Operations series? Read more articles.
