Make your Sales Motions Repeatable, Scalable, and Data-Driven with efficient SalesOps backing you.

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A good^great SalesOps person should...

Fix the CRM so reps actually want to use it.

Be obsessed with clean, reliable data.

Give the sales teams a playbook they can actually follow.

Make sure no good lead goes un-routed / to waste.

Build quota models that make sense.

Automate the things that slow sales down.

Own forecasting and reporting, not just running numbers.

Be the glue that keeps sales, marketing, and customer success aligned.

Yes, Be My Sales Ops Team!

Fix the CRM so reps actually want to use it.

No one should need a PhD in CRM navigation just to update a deal.

If reps avoid using the CRM, it’s not because they’re lazy—it’s because the system is broken. A great SalesOps person understands that sales tech should work for the reps, not against them.

They streamline data entry, cutting down unnecessary fields and automating tasks like follow-ups, meeting scheduling, and lead routing. They integrate the CRM with sales tools so that reps aren’t bouncing between five different tabs just to get one task done. Every click should have a purpose, and every update should add value. The result? A CRM that’s not just a tracking tool for managers, but a productivity booster for reps—something they actually want to use because it helps them close deals faster.

Be obsessed with clean, reliable data.

If the data is a mess, so is everything else.

A great SalesOps person ensures that the CRM isn’t just a glorified contact book but a single source of truth for the entire revenue team. They build structured, scalable data models that make reporting meaningful, not just pretty. They standardize fields so everyone speaks the same language and set up automations to prevent human errors.

But it’s not just about cleaning up duplicates or filling in missing fields—it’s about making data-driven decisions easy. They provide leadership with real-time insights on pipeline health, conversion rates, and sales velocity, ensuring that every strategic move is backed by numbers, not gut instinct. When leadership asks, “How’s the pipeline looking?” they don’t get vague answers—they get clear, accurate, and actionable insights.

Give the sales teams a playbook they can actually follow.

A winning sales motion shouldn’t be a mystery or depend on one top-performing rep.

A great SalesOps person turns best practices into structured, repeatable processes that the entire team can follow.

They lock in a deal qualification framework (like MEDDIC, SPICED, or BANT) to ensure that every rep is pursuing the right opportunities, not just "spraying and praying." They create battlecards for handling objections, negotiation tactics, and competitor comparisons, so reps don’t have to reinvent the wheel every time they face a tough prospect.

Most importantly, they ensure that these frameworks aren’t just theoretical—they bake them into the CRM with deal-stage checklists and automation triggers, ensuring that reps naturally follow the playbook without extra effort.

Make sure no good lead goes un-routed / to waste.

Every unworked lead is money left on the table.

A great SalesOps person designs intelligent lead scoring models that ensure sales teams are always prioritizing high-intent accounts.

They fix broken marketing-to-sales handoffs, making sure MQLs don’t just sit in a rep’s inbox for days. They define clear SLAs for follow-ups, set up real-time notifications for lead engagement, and create automated workflows to move prospects through the funnel seamlessly.

When a deal stalls, they don’t just hope for the best—they have early warning systems in place that flag at-risk opportunities, ensuring that pipeline reviews aren’t just about looking at numbers but actually taking action to move deals forward.

Build quota models that make sense.

Nothing kills a sales team’s morale faster than a bad territory split or unrealistic quotas.

A great SalesOps person designs a fair, data-driven approach to territory planning and quota setting.

They analyze TAM (Total Addressable Market), historical performance, and pipeline trends to ensure that territories are evenly distributed. They balance new business and expansion quotas so reps aren’t left struggling to meet unattainable targets. They constantly evaluate rep capacity and hiring needs, making sure that revenue goals are backed by the right number of people, not just wishful thinking.

A well-designed quota and territory model isn’t just about fairness—it’s about maximizing revenue potential while keeping the team motivated and engaged.

Automate the things that slow sales down.

Every minute a rep spends on manual tasks is a minute they’re not selling.

A great SalesOps person identifies bottlenecks and builds automations that remove friction from the sales process.

They introduce lead routing rules that instantly assign prospects, implement AI-driven next-best-action nudges to remind reps of priority follow-ups, and automate proposal and contract generation so deals don’t get stuck waiting for paperwork.

Their philosophy is simple: if a process doesn’t require human judgment, it should be automated. The goal is to free up sales reps to do what they do best—sell.

Own forecasting and reporting, not just running numbers.

Sales forecasting isn’t about looking at a spreadsheet and hoping for the best.

A great SalesOps person builds a forecasting model that’s grounded in reality, not wishful thinking.

They take into account deal velocity, historical close rates, pipeline trends, and rep performance to create accurate, data-driven forecasts that help leadership make smart decisions. They identify early risk signals—stalled deals, low engagement levels, or declining conversion rates—so that sales teams can fix problems before they show up in the revenue report.

Beyond forecasting, they provide real-time reporting that goes beyond basic vanity metrics. They customize dashboards for leadership, managers, and reps, ensuring that everyone has the insights they need to take action. The best SalesOps leaders don’t just report on what happened—they help shape what happens next.

Be the glue that keeps sales, marketing, and customer success aligned.

Misalignment between go-to-market teams isn’t just annoying, it costs revenue.

A great SalesOps person ensures that sales, marketing, and customer success operate as a single, unified revenue team rather than isolated departments.

They build closed-loop feedback systems where sales gives marketing real insights into why leads are converting (or not), and customer success feeds valuable renewal and upsell data back into the sales process. They ensure that new customers are handed off smoothly from sales to CS, eliminating the “I was told something different during sales” problem.

Alignment isn’t just about meetings and Slack messages—it’s about structuring data, processes, and incentives so that everyone is working toward the same goal: revenue growth.

See what our Clients say about us...

Dhruv! and the team are amazing! Super professional and will align with your vision. I can't thank them enough for all their support.

AJ Brown

Senior Partner

Relatable? We should definitely talk.

All that we’ll cover when we speak:

Identifying gaps that exist in your lead qualification and handoff process between marketing and sales
How accurate and reliable is your sales forecasting, and what challenges are impacting predictability?
Your current GTM motions and future roadmap
Problems that you face with your overall revenue stack
What would "wins" look like for you