3 Different Versions of Marketing Ops Team Scope & Remit

Also - Hot take on marketing ops versus revops versus gtm ops

In this edition:

1. 3 Different Versions of Marketing Ops Team Scope & Remit

2. Hot Take on Marketing Ops Versus Revops Versus Gtm Ops

3. POLL: Where Should the Martech Team Sit in an Organization?

4. Exclusive For Paid Subscribers: How to Launch New Features and Processes in Enterprise Marketing Operations

---

June is the gut check. Is your plan still aligned to the business? Are budgets holding up? If not, now’s the time to reset.

This 7-step infographic from Uptempo helps marketing teams get back on track—from campaign architecture to ROI. Straightforward, practical, and built for teams that want to make the second half count.

Make smarter moves in H2 with the planning process high-performers use. Get the full infographic here.

---

3 Different Versions of Marketing Ops Team Scope and Remit

Marketing Operations is no longer just tools and reports. The function has expanded and evolved based on company size, goals, and maturity.

To help make sense of this, I’ve pulled together three models that represent different types of marketing ops charters. Each one has a unique purpose. And depending on your situation, one may work better than the others.

1. The All-Encompassing Wheel

This is the complete scope of what Marketing Ops could own. It includes data, tools, enablement, PMO, planning, analytics, and campaign operations. It’s not common for a team to cover all of it.

That’s why I call this one aspirational. Most companies only cover a few slices of the wheel, but it’s still useful. It helps you identify your blind spots, educate stakeholders, and have more informed conversations about where the team is stretched too thin, or where there’s room to grow.

Use this model when you need to zoom out and show the full potential of what MOPs can do.

2. The Strategy and Planning Hub

This version is more focused and more common. It centers on strategy, budget, and execution planning.

The core functions here are:

• Goal setting and OKRs

• Marketing planning and prioritization

• Budget and ROI analysis

• Cross-functional enablement and project management

This model often exists in companies that rely on quarterly planning, OKRs, and integrated campaigns. It gives MOPs influence over what gets prioritized and how teams stay aligned.

Think of this model as the bridge between ambition and execution.

3. The Four New Priorities (Pillars) of Marketing Ops

This model was built with input from multiple MOPs leaders. It’s meant to be realistic and actionable, while still pushing teams toward strategic value.

It breaks MOPs into four clear areas:

• Technology management

• Strategy and planning

• Enablement and program management

• Marketing analytics and insights

Each pillar is specific enough to guide roles and responsibilities, but flexible enough to adapt. If you’re evolving from a service function to a strategic partner, this is a solid foundation.

Choose What Fits
There is no single right way to structure Marketing Operations. These models are tools to help you reflect on what your team does today and what it should be doing.

The best org structure depends on your team’s skill sets, your company’s stage, and what the business needs most.

Pick the model that fits your reality. Then scale from there.

---

Hot Take on Marketing Ops Versus Revops Versus Gtm Ops

What should the official name of the team be? Marketing Ops? RevOps? GTM Ops?

Here’s something only operators in the trenches will tell you 👇

The team name doesn’t matter.

The best operators I’ve worked with look across the entire customer journey and buying process, regardless of what team they’re on.

They understand the tools, the processes, and the org dynamics. And they aren’t afraid to call out gaps in any area.

Honestly, with all the reorgs and shifting structures, I’ll often work with sharp, collaborative teammates and forget what team they’re even on.

The best work happens cross-functionally. It comes from people who care more about solving problems than protecting titles.

Think of it this way - at a startup, there’s only one ops person. Is that marketing ops or revenue ops?

It doesn’t matter. What matters is identifying the right problems and using people, processes, and technology to solve them quickly.

Yes—clear ownership and remits are important. But most companies don’t suffer from too much overlap. They suffer from not enough accountability.

So if you’re getting lost with trendy team names and structures, remember that working together to solve top problems for your customers is an excellent north star to help you find your way.

Besides, if you work at the same company, you’re all actually on the same team. 😉

---

Join Us Live for Marketing Ops Town Hall This Week!
🗓️ Wednesday, June 11 | 9–10am PT
I’m moderating a candid conversation with marketing ops pros from Twilio, Meta, Google, and Miro on how ops leaders can navigate reorgs, layoffs, and constant pivots—without burning out their teams. We’ll talk psychological safety, smart prioritization, and how to lead when the ground keeps shifting.

👉 Sign up to join us

---

Where Should The Martech Team Sit In An Organization?

Top Commentary from Social

It should be recognized as its own functional department, deeply integrated and collaborating with all other departments you mentioned. No major decisions should be executed by other departments without the knowledge and bipartisan agreement of marketing operations, and vice versa. When this structure isn't in place, it leads to missed deadlines, last minute actions, reactive instead of proactive actions, disjointed or broken systems, and poor data confidence. It hinders every facet of the organization. Robert Brown

I'm one of the few that choose IT. They're the hardest to work with so if I had to report to someone I prefer COO over CMO. Fauna Soloman

Sit in marketing with strong partnership with IT/IS and data teams. Evan Reiss

hashtag#Finance. Better for MarTech team, better for everyone. And it’s already starting to happen. Mark Stouse