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Ravi
Parimi
Head of WW Field operations, Migrations and Modernization GTM
AWS
Ravi Parimi leads GTM strategy and revenue operations for enterprise technology businesses navigating scale, transformation or platform shifts. Across two decades in operating roles, Ravi has built and transformed revenue systems spanning global planning, sales compensation redesign, post-M&A GTM integration and operating model transformation, and has advised a16z portfolio companies on the move from founder-led selling to repeatable revenue. Ravi's current focus is AI-powered GTM transformation, shaped by a firm conviction that AI only succeeds in enterprise GTM when workflow, governance, telemetry, knowledge systems and operating cadence are designed together, rather than when individual tasks are automated in isolation. To show what that looks like in practice, Ravi maintains a public portfolio of GTM agents on GitHub demonstrating how production-ready agents operate in RevOps environments.
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21 January 2027 16:15 - 17:00
Panel | What does the next 12 months look like
Every year brings a fresh wave of predictions about where RevOps and AI are headed, and most of them don't survive contact with an actual budget cycle. This session is an attempt to do something more useful: separate the genuine shifts worth planning around from the noise, and give you a working sense of where to actually place your bets over the next twelve months. Part keynote, part hands-on session, it opens with a grounded read on where RevOps AI realistically stands today, what's matured past the hype phase, and what's still more promise than product, before moving into the harder question of what that means for your own roadmap. Expect a frank look at the trends most likely to affect headcount, tooling decisions, and how revenue teams are structured, alongside the ones that sound exciting in a vendor deck but probably won't move the needle for most organisations in the room. The working portion gives you space to stress test your own plans against what's coming, flag the assumptions you're least sure of, and leave with a short list of what's actually worth prioritising before this time next year, rather than a slide full of predictions you'll have forgotten by Christmas.