Every company today claims to be “doing RevOps.” Some build structure, some improvise, but very few can prove whether their RevOps is actually moving the revenue needle. That’s where understanding your journey to maturity comes in. And it’s also where the Revenue Performance Model (RPM) connects the dots. The Maturity Model shows you the stages; the RPM shows you the math, metrics, and levers that make progress measurable.
But how do you know you’re progressing, and not just adding tools or running in circles? The RevOps Maturity Model explains the levels, but pairing it with RPM lets you test your assumptions against hard numbers: volume metrics, conversion rates, and revenue retention formulas.
To help, we’ve built the 5-Level RevOps Maturity Model, a roadmap to assess where your company stands today and where you need to go. Each level defines the systems, KPIs, and playbooks required to graduate. But now we also layer in the Revenue Performance Model to make those levels operational: tying your maturity score directly to measurable revenue outcomes.
The Maturity Model emphasizes moving sequentially through each level, but in practice, many companies think they’re ready to advance before they’ve proven it. That’s where the Revenue Performance Model (RPM) keeps you honest. At each stage, RPM metrics (Volume, Conversion, Retention) show whether you’ve actually achieved the foundation required. It’s not just “we think adoption is happening,” it’s “CRM data shows CR1 is improving by 12%”, evidence you’re ready to move forward.
Each level still has a beginning and end state, but RPM makes those requirements measurable. For example:
• Level 1 → Level 2: Before you can move up, V1–V6 metrics (sessions through closed won) must be cleanly defined in your CRM and consistently tracked.
• Level 2 → Level 3: You don’t advance unless you’re reliably calculating CR0–CR4 conversion rates and using them in reviews.
• Level 4 → Level 5: Graduation requires NRR formulas to be set up and operational in your dashboards.
By making the end states tied to actual data integrity and availability, the Maturity Model becomes less about opinion and more about proof.
The model has always encouraged solving current challenges before leveling up. But RPM gives you a sharper tool: secondary KPI partitions. Instead of saying “our conversion rate dropped,” RPM forces the follow-up: “by rep, by product, by territory, where exactly did the leak happen?” This means pain points are diagnosed and assigned to owners. That’s the difference between guessing and fixing.
Level 1 is all about the foundation. You can’t analyze or optimize what you can’t see. Here, companies integrate critical data sources, align leadership, and adopt structured processes in a single CRM. In RPM terms, this is where you define the Volume Metrics (V1–V6): sessions, leads, MQLs, SQLs, opportunities, and closed won. Without those cleanly captured and consistently defined, the rest of the maturity journey is built on sand.
Everything starts here. Establish connectors between HubSpot and your critical systems — marketing automation, enablement, CS — but don’t stop at syncing. In RPM, you must ensure these integrations feed the core volume metrics (V1–V6).
• V1 Sessions (analytics)
• V2 Leads (contacts)
• V3 MQLs
• V4 SQLs
• V5 Opportunities (deals)
• V6 Closed Won (deals)
Mapping fields and setting data quality rules ensures these counts are reliable.
Traditionally, Level 1 stops at the Bowtie Model. RPM goes further by aligning directly to CRM objects and assigning each object a place in the math.
• Contacts/Companies → V2–V4
• Deals → V5–V6
• Revenue Data → V7–V13 (later levels)
Instead of just visualizing relationships, RPM creates a diagnostic structure that shows how breakdowns in one object (e.g., weak SQL quality) cascade into missed revenue.
Playbooks are where process meets numbers. Instead of generic “lead management,” tie each playbook step to its RPM metric:
• Lead management → impacts CR0 and CR1
• Opportunity management → impacts CR3 and CR4
• Onboarding → sets the stage for V7–V13 in the flywheel
This makes playbooks measurable, not theoretical.
Level 2 moves from building the foundation to measuring whether it’s working. The goal is to answer: Is our core data model effective? Are playbooks being adopted? Are we on track for revenue targets? In RPM terms, this means your primary KPIs are the funnel’s Volume Metrics (V1–V6) and Conversion Metrics (CR0–CR4). Instead of just “tracking performance,” you now have math-based proof of how sessions become leads, leads become SQLs, and SQLs become revenue.
The most critical Level 2 task is defining and agreeing on RPM’s Volume & Conversion metrics:
• V1 Sessions → V2 Leads → CR0
• V2 Leads → V3 MQLs → CR1
• V3 MQLs → V4 SQLs → CR2
• V4 SQLs → V5 Opportunities → CR3
• V5 Opportunities → V6 Closed Won → CR4
These become your “truth set.” Set targets for each, benchmark against history, and use CRM automation to monitor real-time movement. CAC and LTV still matter, but RPM ensures those top-level metrics are supported by the funnel math.
Instead of asking “does our data model work,” RPM forces the question: “can we calculate CR0–CR4 accurately and consistently?” If you can’t, the model is broken.
• Audit each volume metric source (analytics, contacts, deals).
• Run data quality checks...can leadership pull CR2 (MQL → SQL) without exporting to Excel?
• Gather user feedback on whether definitions are clear. If Marketing says 300 leads but Sales sees 200 SQLs, RPM exposes that misalignment immediately.
Playbook adoption can’t just be measured by usage rates. RPM allows you to tie adoption to conversion improvements. Example: If your Opportunity Playbook is in use, does CR3 (SQL → Opportunity) improve?
Adoption barriers should be measured not only through surveys but also through stalled metrics. If CR1 is stagnant, your Lead → MQL playbook may not be used or isn’t working.
Revenue forecasting is no longer a black box. RPM enables revenue plans to be validated by the funnel math:
• Start with V1–V6 actuals.
• Use CR0–CR4 averages to project pipeline.
• Layer in historical deal size to estimate revenue.
Root cause analysis becomes faster: if revenue misses are due to CR2 collapsing, you know the problem is qualification. If V1 sessions are stable but CR0 drops, it’s top-of-funnel quality. RPM translates revenue targets into operational levers.
Volume metrics V1–V6 cleanly defined and tracked
• Conversion rates CR0–CR4 accurately calculated and trusted
• Core data model validated by its ability to support these metrics
• Playbook adoption tied to measurable improvements in conversion rates
• Revenue targets supported by RPM projections, not just “gut feel”
• Clear root-cause diagnostics available when performance slips
Level 3 is where RevOps starts to move beyond tracking into improving performance. The goal is to review your primary KPIs, prioritize secondary KPIs, and tackle revenue leakage head-on. In RPM, this means going one layer deeper. You are no longer just looking at V1–V6 and CR0–CR4. You are partitioning those metrics into the "who, what, where, and when" categories to diagnose problems. The payoff is that leakage is not just identified, it is quantified and assigned.
Level 4 is where RevOps maturity turns into a microscope. You are no longer satisfied with just tracking conversion rates. You want to know why they move. In RPM, this is where you take V1–V6 and CR0–CR4 and split them into four diagnostic lenses: who, what, where, and when. This creates the context that turns raw numbers into actionable insight and makes forecasting sharper.
Partitioning is built into RPM. Each volume and conversion metric can be sliced across four dimensions:
• Who: Which personas, ICPs, or customer stages are converting?
• What: Which product categories, SKUs, or services are driving the most opportunities?
• Where: Which regions or territories are consistently beating or missing CR targets?
• When: Which months or quarters show anomalies in conversion rates?
This makes it clear whether a dip in CR2 is a broad problem or isolated to one rep, one market, or one product.
Forecasting at Level 4 is where RPM shines. By integrating partitions, forecasts stop being a single line and start reflecting reality.
• Use who/what/where/when splits to weight forecasts by the factors that historically influence performance.
• Refine quarterly based on how partitions performed in the past.
• Collaboration becomes sharper: sales, marketing, and CS no longer argue over anecdotal stories; they review the same partitions to agree on what will move the number.
Level 5 is where you stop guessing and see the full revenue engine, end-to-end. It is not just about visibility into funnel metrics but about proving retention and expansion with data. In RPM, this stage means tracking the full flywheel: starting revenue (V7), net new recurring revenue, cross-sell, upgrades, downgrades, churn, and ending revenue (V13). Together these roll up into Net Revenue Retention, the ultimate health metric.
Playbooks at Level 5 are tested against revenue metrics, not just adoption. For example:
• An expansion playbook is judged on whether upgrades (V10) and cross-sells (V9) increase.
• A renewal playbook is measured by whether churn (V12) decreases.
Performance monitoring is RPM-driven. If the numbers move in the right direction, the playbook is validated. If not, it is adjusted.
Forecasting moves beyond pipeline projections. With RPM, predictive models use both funnel metrics (V1–V6, CR0–CR4) and flywheel metrics (V7–V13). Scenario planning becomes concrete: “What if churn rises by 2 percent?” or “What if upgrades double?” Continuous improvement means refining forecasts as partitions shift. The result is a model that shows exactly where to focus to keep NRR above 100 percent.