The win is that your team is aligned, can focus on execution, and reliably achieve long term goals. They force you to plan, communicate, and get buy in. Roadmaps are a tool to think about your product beyond the next couple of sprints. This will be most useful for product managers in mid-to-large orgs (50+ people). In this post, I’ll demonstrate, with an example, that for teams past the product-market-fit stage, roadmaps are critical. These are valid concerns, but they don’t remove the need to plan. Why commit to future deliverables if you have low confidence in hitting them? How can one plan months out when requirements keep changing? And when have engineering/design/marketing estimates ever been trustworthy enough for this to work? In addition to serving as an in seat operator at hyper growth enterprise companies, Karan has also served as a strategic consultant to a litany of technology companies in and outside the Silicon Valley, giving him a unique perspective on what operational requirements are relevant for various stages of maturity and scale.It’s not uncommon to think of roadmap planning as a pointless exercise that’s done for management’s sake. Prior to joining Procore, Karan built out the Sales Operations team for Cloudera and ArcSight as the companies scaled rapidly towards a public event and long term sustainability or acquisition. At Procore, Karan is responsible for driving the revenue strategy, planning and insights functions. Karan is currently the VP of Revenue Operations & Strategy at Procore, the leading project management platform for the construction industry. Karan Singh VP Revenue Operations Procore Technologies Karan is an accomplished Revenue Operations and Strategy executive with experience in building best in class operations functions for companies at varying levels of scale and growth, with a focus on establishing and driving GTM strategy and efficient scale through process and technology. Dana loves running, hiking, and enjoying the outdoors in his native state of Maine. As the Forrester and SiriusDecisions Sales and Revenue Operations Advisory practice leader, Dana was credited for predicting the “Rise of RevOps” and has been cited by Forbes, the DemandGen Report and other media as a pioneer in this space. Prior to re-joining Anaplan, he led Global Revenue Operations for Genesys. He has spent over twenty years leading sales and revenue operations teams and is a globally recognized expert in sales strategy and planning, analytics, territory and quota design and management, sales process optimization, sales automation, and sales compensation design and administration. Dana Therrien is the Vice President of Anaplan’s Global CRO Practice.
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Dana Therrien Vice President, Chief Reveneue Officer Practice Anaplan
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45 minute panel discussion + 15 minute opportunity for audience questions
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How do you prioritize to make the most significant impact?.What are the most critical aspects of creating a RevOps roadmap?.How can you align the RevOps roadmap to support the GTM strategy?.What are best practices for building the right RevOps function?.What are the key components of a winning RevOps framework?.And having the right RevOps roadmap helps align your GTM strategy, drive achievement of targets, and adequately prioritize the things that matter. But building the right RevOps framework for your organization is critical. Revenue Operations is a key strategic differentiator for revenue growth and revenue retention.