Ranan de Jesus

I spent years doing sales operations work and here is what I learned. Forecasting by hand. Scrubbing Salesforce dashboards. Tracking down lead sources. Manually building comp models. Cleaning bad data. Smoothing over misalignment between sales, marketing, and admissions. And truthfully? It worked. It moved the needle. It drove admissions. It helped teams close more and do it faster. But it was never scalable. It depended too much on institutional memory, “relationship glue,” and late-night spreadsheet wizardry. What I’ve realized is this: Sales operations should be a function, not a person. The future of sales operations isn’t more ops people, it’s technology and equations baked directly into CRMs and outreach tools that automates what used to take entire departments: • Input to output ratios • Predictive conversion scoring • Real-time performance coaching • System-integrated compensation logic • Embedded behavioral analytics Most orgs still treat Sales Ops as a reactive admin function. But in the best healthcare and behavioral health companies, it should be a strategic growth engine, and it should run on rails. If your sales team is scaling and your ops still rely on custom spreadsheets, disconnected tools, or tribal knowledge... the ceiling is lower than you think. Sales operations helped me grow companies but tech-driven, embedded ops will scale the next generation. Let’s build for that.

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2 Comments

New data worth sharing: A Nucleus Research study shows that when an Amazon delivery service partner (DSP) streamlined HR operations with Paycom, it saw: • 79% decrease in overtime • 85% onboarding time saved • 88% HR auditing time saved The best part? This Amazon DSP experienced a 205% ROI. That’s real impact! https://pycm.co/49ITpnO

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Your CSM just renewed 95% of their book, but their expansion revenue was 3%. So you're paying someone $85K to be a really expensive customer support agent with a fancier title? Most CSM comp plans reward one thing: keeping customers from leaving. So that's exactly what you get. At the same time, more and more leaders are pushing their CSMs to focus on driving expansion revenue. If you want CSMs who actually drive growth, you need to pay them like growth matters. Instead of $75K base + 10% of renewals, try: - $65K base + 5% renewals + 15% expansion revenue. - $1K SPIFF for every expansion conversation that moves to proposal stage. - $500 bonus when they identify and introduce a new stakeholder to the AE. - Quarterly bonuses tied to account health scores that predict future expansion. Some teams add expansion readiness gates: - 80%+ of accounts with documented expansion opportunities unlocks 1.5x expansion multiplier. - <50% expansion pipeline coverage? Your renewal rate drops to 5%. With this structure (and the proper enablement), your CSMs will stop avoiding pricing conversations. They'll start thinking like account managers. They'll map org charts. They'll identify budget cycles. They'll become expansion hunters, not just churn preventers. One team we work with made this shift last year. Their CSM-driven expansion went from 12% to 43% of total growth. Same people, different incentives. If you pay CSMs to prevent churn, they'll prevent churn. If you pay them to drive growth, they'll start driving growth.

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89 Comments

GTM Engineering is just Rev Ops. It's not a new thing, and it's not the future. It's a clever rebranding. Having experience with a new tech stack, doesn't change the function. You support the GTM org with tools, solutions, and process that drive desired outcomes. There are people who sell, and people who support them. The tools today are way over engineered and not built for sellers. In time, that will change... and sellers will be better for it! ...and the supporting cast of "specialists" will be far less necessary.

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9 Comments

Like many other Sales teams, we’re using AI to create custom demos. It’s a game changer, but in ways that surprised me. We use custom Claude Code commands and skills to generate a demo that matches the customer’s use case and technology stack. I thought this would help more teams convert from the demo to a proof of concept, and it does! But it also shortens the sales cycle (win or lose). Why? I think it’s because prospects get substantially more useful information about how Dagster works and can picture using it in their organization. That information translates to a faster and better decisions, whether that decision is Dagster (our data show it improves win rates) or not, it’s time saved for us and for the prospect. Want to take our skills for a spin and build Dagster projects with best practices baked in? Check them out at the link below.

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4 Comments

🛑 Stop calling your CS team “strategic” if their calendar is screaming “support.” If you aren't managing a portfolio like a revenue engine, you’re still a cost center. In 2025, the best Customer Success orgs have moved past "saving accounts." They act like portfolio managers, not firefighters. Roughly 40% of all SaaS revenue now flows through renewals and expansion. This makes CS the primary growth engine of a modern company. When you shift from preventing churn to driving outcomes that matter in a board deck, the conversation changes: From: "How do I fix this bug?" ➡️ To: "How do we hit the NRR target?" From: "Reactive tickets" ➡️ To: "Strategic Health Reviews." From: "Cost Center" ➡️ To: "The Revenue Growth Engine." Nearly half of all CS teams now own expansion and renewals directly. The signal is clear: CS is getting its seat at the revenue planning table, but only if the calendar reflects the strategy. Does your CS team own a revenue number (NRR/GRR) today? If so, what was the biggest change you had to make in your daily routine to stay out of the "support trap"? Let’s discuss in the comments. 👇 #CustomerSuccess #SaaS #GrowthStrategy #NRR #CustomerExperience #Edtech

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3 Comments