Revenue operations
Not a new department, but a 4–8 week project. Afterwards marketing, sales and service mean the same thing by “lead”, and the forecast comes straight from the CRM.
Founder and Managing DirectorUpdated September 2026
In short
Revenue operations, or RevOps, puts marketing, sales and service on one shared data model: the same definitions, the same numbers, one forecast from the CRM. An SME rarely needs a dedicated department for it. At Glatt Digital it is a 4–8 week project: agree the definitions with management, clean up the CRM data, build the forecast and the Tableau reporting. Fixed price, quoted after the first call.
If two of these sound familiar, the problem is rarely your people. It is the data model.
Marketing works from the pipeline its leads created, sales from its list of opportunities, finance from invoiced revenue. Each figure is right on its own and none of them match. So the management meeting argues about the number, not the next move.
To marketing, a lead is anyone who downloads a white paper. To sales, it is a company with a need, a budget and a named contact. Compare their conversion rates and you are comparing two different things.
Someone chases everyone for what will close and types it into a sheet. The forecast rests on individual gut feel and is out of date the moment it is sent.
Service hears that a customer is opening a second site or talking to a competitor. None of it reaches the CRM, and account management finds out too late.
Trade fair, website, referral or outbound: what gets counted is the first touch, not the signed deal. So the marketing budget follows whoever argues loudest.
Six building blocks, all inside your CRM and your Tableau. Once paid in full, you may use and adapt them without time limit (terms, clause 9.1).
Company, contact, opportunity and customer, with a written definition for each stage: when does a prospect become a lead, an opportunity, a customer? From then on, marketing, sales and service use the same words.
Every stage has a criterion you can check, such as “decision-maker identified” or “proposal sent”. A deal only moves on once it is met. The questions to ask in the customer meeting belong to sales enablement: qualification that holds up the forecast.
The forecast is built from the amount, close date and stage of every opportunity. Committed deals and weighted pipeline are shown separately. Nobody has to chase numbers at month end.
For example stage-to-stage conversion, time in stage and forecast accuracy. If you prospect on buying signals, the signal-to-meeting rate comes in too. A handful of metrics, calculated the same way every week.
One dashboard with pipeline, forecast and key metrics, refreshed from the CRM. It replaces the slides someone otherwise pulls together before every meeting.
It is defined when sales takes a lead over from marketing, what goes to service once the deal is signed and how an upsell tip-off finds its way back to sales. Built into CRM fields, not just written in a document.
Duration depends on how many systems you run and how clean the data is; the weeks below are typical, not fixed. You work with Can Bagriyanik throughout. On your side, it takes management and one person per team who knows the data.
Which systems, fields and reports exist, and who maintains what? We review the CRM, the marketing and service tools, and the spreadsheets kept alongside the CRM.
Management, marketing, sales and service agree what a lead, an opportunity and a customer are. The definitions are written down and carry every step that follows.
Fields are merged, required fields set, duplicates removed and open opportunities mapped to the new stages. With a large legacy database, this is the longest step.
The forecast logic is built in the CRM, with committed and weighted values. Old and new forecast run side by side for a few weeks, so you see where the numbers diverge before you switch.
Management reporting is built in Tableau and connected to the CRM. First a draft, then a review round with management, then the final version.
Your team learns which fields to maintain so the numbers hold. Management learns to read the dashboard. Definitions and documentation stay in your own systems.
We do not promise more revenue. But if your team keeps the fields up to date, the dashboard answers these five questions without anyone chasing spreadsheets.
Committed amount and weighted pipeline, shown separately and set against target. The gap to target is a number, not a feeling.
Time in stage shows where deals stall: after the first meeting, at the proposal or in the customer's sign-off. That is where the next sales meeting starts.
Measured through to the signed deal, not the first touch. You see whether trade fairs, the website, referrals or signal-based outbound actually bring in revenue.
Tip-offs from service sit in a CRM field and feed a list for account management. Growth in existing accounts gets its own line in the report.
Forecast accuracy compares the forecast at the start of the quarter with what actually closed. Seeing it every quarter makes the next plan more realistic.
Revenue operations is not right for every SME. We say so openly in the first call.
Then there is little to align. A well-kept CRM and a pipeline reviewed every week matter more. A RevOps project would come too early.
The project needs a CRM your team actually works in. If opportunities still sit in spreadsheets or inboxes, set up the CRM properly first.
Reliable numbers change nothing if nobody manages by them. Without a head of sales, the better fit is a fractional head of sales who owns the forecast rather than just reporting it.
Licences are in your company's name and not part of the fixed price; we keep working with the licences you already have (clause 8.9). Tableau has Creator, Explorer and Viewer licences. Anyone who only reads reports can manage with a Viewer licence.
A management report needs companies, amounts and stages, rarely the names of contacts. Tableau Cloud offers a site location in Switzerland, and Tableau Server runs on your own servers. How personal data in the CRM is handled is covered under CRM implementation.
A fixed price quoted after the first call, with no mandate and no subscription. The quote sets scope, acceptance and payment; our terms for fixed-price projects apply (clause 1.2). Weekly pipeline reviews are not included. They belong to ongoing sales leadership, like the forecast for the board in the mandate.
Revenue operations, or RevOps, makes sure marketing, sales and service work with the same definitions and the same data. A lead means the same to everyone, every opportunity goes through the same stages, and the forecast comes from the CRM rather than a spreadsheet. At Glatt Digital it is a 4–8 week project, followed by routine upkeep.
Not every SME does. With one person in sales and little marketing, a well-kept CRM and a clear pipeline are enough. RevOps starts to pay off when marketing, sales and service report different numbers, or the forecast is pieced together by hand every month. A 4–8 week project usually covers it. An SME rarely needs a dedicated RevOps team.
Sales operations runs the machinery of sales: CRM, territories, processes and sales reports. Sales controlling, a finance discipline common in German-speaking firms, plans and checks revenue, margin and cost against budget. Revenue operations connects marketing, sales and service on one data model, from first contact to growth in existing accounts. For an SME that means one definition of lead, opportunity and customer, and one forecast.
From four data points per opportunity: amount, close date, stage and the probability attached to that stage. Committed deals and weighted pipeline, meaning amount times probability, are shown separately. The forecast only becomes reliable once every stage has a checkable exit criterion and the team updates the fields weekly. Forecast accuracy then compares forecast and actual results each quarter.
A few, calculated the same way every week. Five usually do the job: forecast against target, pipeline value by stage, stage-to-stage conversion, time in stage and forecast accuracy. If you prospect on buying signals, add the signal-to-meeting rate. Add revenue by source too, measured through to the signed deal. The report rarely needs more than one page.
Typically 4–8 weeks, depending on the number of systems and the state of the data. You need a CRM your team uses day to day, holding companies, contacts and opportunities. It need not be perfect: we clean up fields, duplicates and stages during the project. If opportunities still live in spreadsheets, CRM implementation comes first, typically in 2–4 weeks.
In the first call we go through the systems you use, the reports you have and the questions your numbers should answer. Free and without obligation. If it fits, you receive a fixed-price quote.
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