What is your playbook? Is it just a checklist or a strategic weapon when you think about process consolidation? Too many RevOps orgs are still running like a maze of inherited processes, half-baked documentation, and ghost SOPs buried in someone’s OneDrive folder. You’ve got overlapping tools, duplicate workflows, and people solving the same problem in five different ways. It’s chaos disguised as “collaboration.” What exactly are you scaling if you haven’t identified and ruthlessly eliminated these redundancies?
Mason McMullin, VP of RevOps and Strategy, nailed it: visibility isn’t optional—it’s everything. And yet, if your processes aren’t clearly documented, accessible, and tied to actual accountability, they might as well not exist.
In this episode of Go To Market with Dr. Amy Cook, Mason advises us: don’t just consolidate materials—consolidate ownership. Align OKRs. Engage your leaders. Overcommunicate. Because when RevOps isn’t unified, it’s invisible. And if it’s invisible, no one knows what they’re supposed to do next.
Here are highlights from a fascinating interview with Mason McMullin.
Amy: People who excel in the RevOps role function with this dual brain where you can be flexible and solve problems, and be strategic. RevOps leaders are trailblazers forging this path and developing this industry more solidly.
Read more: RevOps Leaders Need a Marketing Ops Mindset
Mason: It really is a new area of investment for many companies regarding operations. Bringing teams together really gives us the opportunity to combine some of those skill sets. I feel lucky to have started as a technical person because so much of what we do in RevOps is borderline technical, where you’re doing some system architecture, data, and analytics. You could be doing some data architecture and data warehouse work. Being able to leverage that initial skill set was very helpful. One of the basic things about RevOps is that there are so many skill sets that can apply to everything that we do day to day. There’s not a singular skill set that is going to be better than any others.
Amy: How do you develop a high-functioning team when you have such a disparate set of skills?
Mason: You want to develop core synergies with the teams you bring together with a cohesive strategy. How they’re going to work together leaves the same silos in place that may exist before you brought the teams together.
Amy: What strategies do you use to get people to do that?
Mason: You must understand the personas you want in each role and the strengths of the people on your team. It goes back to when we were talking about skill sets. RevOps consolidation is over-rotating on the strategy piece and leaving aside the business’s more tactical and execution-focused areas.
Top of mind for me, as a RevOps person, that’s directly embedded within this sales organization is how I can make the lives of my sales leaders easier. And all the decisions a RevOps leader must make should be focused on that.
How do I make the lives of my sellers easier because I want them to spend their time selling and stay focused on the big picture. Let’s make our sellers’ lives easier. Let’s make go-to-market easier. Let’s sell better. And then get the right people in those roles to fulfill that.
Amy: Do you have a blueprint you typically use all the time?
Mason: It’s important to have a base CRM and a master data management strategy because you want a clean CRM and people to understand what’s coming in and flowing out.
Read more: How RevOps Aligns Teams For Growth
RevOps is a process where you’re trying to optimize your funnel when it’s the primary function of revenue operations and then also thinking about how we’re engaging with our customers and prospects and asking if we need to invest in up-funnel prospecting tools. We must ask if we should dig into conversational intelligence because the deals are falling lower in the funnel. Examining how we are looking at our pipeline and then better understanding what technologies may support some of the deficiencies in the pipeline.
Look at your weaknesses, ask how you can find tools to fill those weak spots, and then consolidate in the way we’re not. We will not send our AEs or sales leaders into 5 or 6 different systems or look at 10 or 15 different dashboards; consolidate, keep it simple. RevOps leaders must find the tool to fit the need.
To hear the full interview, click here.
