The RevOps MBA

Do you like short-form video content?

Are you looking to become a masterful RevOps professional within HubSpot?

Then this series is for you!

Brian will be diving into the world of Revenue Operations, talking through key concepts while taking you behind the scenes of how we implement our RevOps strategy at RevPartners and for all of our customers.

In class 1, Brian defines revenue operations as the science of sustainable revenue growth. Just like a factory, growth comes from two levers: increase output or reduce cost. RevOps uses modern tools and automation to do exactly that.

The goal is creating real visibility, trustworthy data, and clear reporting so teams can make better decisions that either grow revenue, cut waste, or move customers through the journey more efficiently.👇

In class 2, Brian explains how the pandemic forced companies to move everything online, document processes, rely on systems instead of hallway conversations, and make decisions purely from data.

At the same time, businesses added dozens (sometimes hundreds) of tools, creating complexity no single team owned. RevOps emerged to connect those systems, align marketing, sales, and success, and create one consistent buyer journey. 👇

In class 3, Brian uses Moneyball as a way to explain RevOps. The Oakland A’s didn’t win by chasing superstars, they won by building repeatable systems, measuring what mattered, and improving incrementally.

That same idea applies to business. RevOps is about systemizing how work gets done, tracking performance, and repeating what works quarter after quarter. 👇

In class 4, Brian explains that RevOps only works if people actually use what you build. You can have perfect workflows and reports, but without adoption, the data is wrong and the insights are useless. He breaks adoption into two types: passive (docs, videos, tooltips people might read) and active (tasks people must complete). Passive helps with reference, but active adoption drives behavior. 👇

In class 5, Brian walks through more hands-on ways to drive real adoption in HubSpot. He explains how “process rules” flag missing or incorrect data in real time, nudging reps to fix issues as they work, while also celebrating wins when things are done right. He also shows how embedded tasks, videos, walkthroughs, and reports make adoption measurable, not assumed.👇

In class 6, Brian walks through how he handles quick, often vague RevOps requests and turns them into something more valuable. Instead of just pulling a list, he shows how to think through the why behind the ask, make smart assumptions, and build reporting that actually answers the real business question.👇

In class 7, Brian explains why every RevOps professional should be running their own QBR. He breaks QBRs into three parts: reviewing the last 90 days of initiatives and results, tying those efforts to real metrics like revenue and conversion, and using the data to plan the next 90 days.👇

In class 8, Brian breaks down how to prep for a RevOps QBR so it actually drives impact. He starts with three goals: improve efficiency, increase visibility, and drive performance. From there, he reviews the last 90 days of work (projects, processes, adoption) tying each back to one of those pillars. Next, he walks through reviewing the full revenue data model, comparing quarters to spot trends.👇

In class 9, Brian explains how to turn a QBR from a pile of metrics into a clear, compelling story. He introduces the pyramid principle: start with the bottom line first (did we hit the revenue goal or not), then use data to explain why. From there, you highlight a few key wins and gaps, show the trends behind them, and land on clear takeaways.👇

In class 10, Brian explains why the real value of RevOps is in building systems that scale. He walks through a real request from sales and shows how he designed a durable attribution model that works for future use cases too. By properly mapping lead sources from contact to deal and layering attribution, the team can trigger smarter actions and get cleaner data.👇

In class 11, Brian explains the final steps of a QBR. After reviewing the last 90 days of data and trends, the goal is to make clear, prioritized recommendations for the next quarter. He shows how to identify what’s working, where performance is lagging, and how to translate those insights into a focused roadmap tied to RevOps pillars: efficiency, visibility, adoption, and performance.👇

In class 12, Brian explains RevOps in very plain terms: it’s about helping a business grow in a way that actually lasts. That means using data you trust to either make more money or waste less of it. The work only matters if you can measure it, act on it, and repeat it. You look at what’s happening, try something to improve it, see what worked, and adjust. 👇

In class 13, Brian talks about how you market has to match how you sell. Early-stage teams can rely mostly on inbound (content, SEO, events, community) to drive leads. But as sales becomes more complex, you need outbound, account-based, and multi-channel efforts layered on top. If sales is running a higher-touch motion but marketing is still only doing inbound, pipeline dries up.👇

In class 14, Brian explains that go-to-market models are flexible and meant to be mixed. For example, field sales and ABM can still use SDRs, especially to qualify accounts by region before reps go on-site. He then walks through customer success models: early stages rely on support and help desks, mid-stage companies use CSMs managing many accounts, and more advanced or ABM motions segment CS by industry or dedicate teams to named accounts.👇

In class 15, Brian breaks down the growth model as a simple way to understand where a company is and what it should focus on next. Early on (prototype → MVP), the goal is just proving someone will pay. Product-market fit is about pricing and validating demand, usually with high acquisition costs and very linear growth. Once companies hit go-to-market fit (often $1–10M), the challenge shifts to learning how to sell consistently. 👇

In class 16, Brian explains that once a company moves past go-to-market fit, it enters the scale-up phase, which is the point where growth needs to become sustainable, not just fast. This is often around the $10M mark, when teams know how to sell but need repeatable processes to scale.👇

In class 17, Brian explains that speed in RevOps is often misunderstood. Most people think moving fast means building more things or jumping to the next project as quickly as possible. In reality, true speed comes from slowing down where it matters (in discovery, delivery, training, and adoption). When you take the time to fully implement and reinforce a process, you don’t have to come back later to fix gaps or confusion.👇