When RevOps' rules clash with an AE's reality, friction is inevitable. Here's how to build a bridge and close more deals.
RevOps just rolled out a new, perfectly logical sales process with mandatory fields and rigid stage gates. Meanwhile, your top Account Executives are already complaining that it’s bureaucratic and doesn't reflect how deals actually get done. Sound familiar? This conflict is at the heart of so many sales organizations.
Acknowledging Both Truths
After ten years in sales engineering and leading SE teams, I’ve seen this movie play out countless times in technical, enterprise B2B SaaS. And here’s the thing: both sides have a point.
RevOps is absolutely right. Without a standardized process, you can’t have reliable data, predictable forecasting, or a scalable GTM motion. RevOps isn't just an admin function; it’s a strategic role designed to align the entire revenue cycle. They need clean data to do their job, and that requires structure.
But the AEs are also right. A process that’s too rigid can kill the creativity and agility needed to navigate a complex enterprise deal. Every ACV target, every bake-off, and every customer conversation is unique. A one-size-fits-all process often forces reps to choose between following the rules and winning the deal.
Freedom within a Framework
The solution isn't to pick a side. It's to create a model of "Freedom within a Framework." Here’s how it works:
- The Framework (Owned by RevOps): These are the non-negotiables. It includes the key data points, exit criteria, and stage gates that are essential for reporting and forecasting. This structure provides the business with a single source of truth that is trusted across the organization.
- The Freedom (Owned by the AE): This is the how. AEs and SEs have the autonomy to navigate the customer conversation, build relationships, and use their expertise to get the deal done. The framework guides them, but it doesn’t put them in a straitjacket.
This balance ensures that process enables reps, not constrains them. It frees them up to focus on prospecting, relationship building, and sales strategy instead of fighting the system.
A Real-World Example: The "Pilot" Stage
I once saw a RevOps team define a "Pilot" stage with neat exit criteria: "Signed Pilot Agreement" and "Technical Success Criteria Defined." It was perfect for transactional deals.
But an enterprise AE was working a massive, multi-month paid Proof of Concept (PoC). It didn't fit the "Pilot" stage, so the deal stayed in "Discovery" for months, completely wrecking the forecast.
The fix was a simple evolution of the process. After a quick discussion, RevOps added a new stage for "Paid PoC" to accommodate this specific motion. The AE got the flexibility they needed, and RevOps got the accurate data they required. The framework adapted to reality.
The RevOps "Listening Tour"
This brings me to the most critical element: communication. The best sales processes are living systems, not static documents handed down from an ivory tower. A great RevOps team builds collaboration features into their operating rhythm.
I advocate for a "RevOps Listening Tour." Get in the trenches and interview AEs, SEs, and managers regularly:
- What parts of the process are causing the most friction?
- Where are the workarounds happening, and why?
- What would help you close deals faster?
When you automate the tedious parts of the process, like filling out RFPs or generating follow-up emails, you give your team more time for high-value activities. Tools like Oper8r are designed to handle this busy work, helping AEs adhere to the framework without the manual grind, which gives RevOps the data integrity they need.
The process should evolve based on real-world feedback.
Instead of butting heads, RevOps and AEs are now collaborating on a dynamic system. The framework provides clarity, and the freedom within it allows your top performers to thrive. Your reps are focused on winning, and your forecasts have never been more accurate.