The MOPs Leader: Getting Promoted, MOPs vs RevOPs, PM Tools and More

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In this edition:

1. Marketing Ops vs Revenue Ops

2. Getting Promoted Leveling Guidelines

3. Most Popular Project Management Tools

4. Practical Advice

5. For Paid Subscribers - A Day at Work for a Marketing Ops Leader

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Marketing Ops VS Revenue Ops

We finally addressed Marketing Ops vs. Revenue Ops. Below are some insights:

1. Everyone agrees - sales operations that is simply “rebranded” as revenue operations IS NOT revenue operations.

2. Marketing ops pros want to STAY in marketing ops, but think there might be career growth opportunities in revenue ops.

3. Overall - alignment is more important than organizational structure.

4. Most agree - marketing should not roll up to a CRO.

5. Revenue operations can shine when you can look objectively at both marketing and sales ops and determine how to best solve problems.

6. Regardless of structure - marketing ops must find more ways to support and stay connected to revenue.

7. The big killer problem that revenue operations tries to solve is something that plagues many sales and marketing teams: silos.

8. One revenue operations model that may work well in theory is Revops as a separate, strategic function outside of sales and marketing made up of specialists who can select which platforms and workflows will work best for the organization.

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Marketing Ops Leveling Guidelines

Want to get promoted in your marketing ops role?

Or are you a hiring manager trying to figure out what level of marketing ops person you need?

I wrote these marketing ops leveling guidelines to help you out.

*years of experience is approximate and varies by industry

• MARKETING OPS SPECIALIST

  • Entry-level to 3 years

  • Proficient at one or more marketing platforms

  • Digital and data savvy

  • Troubleshooting expertise

  • Skilled at campaign building, reporting, and optimization

  • Delivers reports to immediate team

• MARKETING OPS MANAGER

  • 3 to 5 years Marketing platform power user/certified expert

  • Skilled at platform integration MAP implementation experience

  • End-to-end solutions and process designer

  • Aggregates reports from all channels

  • Delivers reports to multiple teams

• MARKETING OPS SENIOR MANAGER

  • 5 to 10 years All of the above qualifications

  • Team leader Ideally has platform migration experience

  • Sets department and team goals

  • Effectively delivers cross-functional projects with sales ops, product, data science etc. Accountable for driving key marketing metrics

  • Delivers reports to marketing leaders

• DIRECTOR OF MARKETING OPS

  • 10 to 16 years

  • All of the above qualifications

  • Skilled in strategic org design

  • Develops and executes marketing product roadmap

  • Successfully launches organization-wide internal products and initiatives

  • Ownership of Martech budget and ROI

  • Accountable for driving key revenue metrics

  • Delivers reports to senior business leaders

• SENIOR DIRECTOR OF MARKETING OPS

  • Two possibilities: 1 - Position is identical to director role except with longer tenure

  • 2 - Position is similar or identical to VP role but without the title (VP of marketing operations is a rare position)

• VP OF MARKETING OPS

  • 16+ years

  • All of the above qualifications

  • Oversees other leaders/directors

  • Works with CMO to develop and evangelize marketing vision

  • Shares marketing profit and loss responsibility

  • Develops 3 to 5 to 10-year strategic business plan

  • Drives org-wide technology innovations

  • Collaborates and negotiates with VP-level peers (VP Sales, VP Product)

  • Reports directly to C-suite leaders

  • Delivers reports to executives, board, and shareholders (public)

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Which project management tool do you use at work?

Asana wins by a mile! Poll of 500+ marketers.

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Practical Advice

My boss gave me great advice that stuck with me. She said, "This sounds like a tough problem. But whatever solution we come up with, make sure it isn't 'work overtime, or work on the weekends'. Let's be strategic."

This is the mentality that I coach my team with when it comes to problem-solving. "Working harder and working overtime" doesn't scale. That leads to burnout and turnover. It cannot and should not be your answer to every problem.

Times are tough; your teams will be forced to do more with less. Work with them to reprioritize, cut low-impact work, streamline, partner, and ask for help - your people will thank you, and your organization will benefit in the long run.