As RevOps becomes more established, expectations of its leaders are changing. Strong execution, reliable reporting and well-managed systems are no longer enough. Senior RevOps leaders are increasingly expected to shape commercial strategy, challenge assumptions and help the business make better decisions about where and how to grow. This session will explore what that evolution looks like in practice, from building greater financial and commercial fluency to influencing executive priorities and leading change across the wider GTM organisation. It will also examine the capabilities that distinguish a highly effective operator from a genuinely strategic RevOps leader. Key takeaways: - The capabilities RevOps leaders need to build greater strategic influence - How to move from supporting decisions to actively shaping them - Ways to strengthen executive communication, commercial judgement and cross-functional leadership

There is no single route to leadership in RevOps. Careers can begin in systems, analytics, sales operations, marketing operations or strategy, with each path developing a different set of strengths. Progression depends on understanding which capabilities matter at each stage, and how to build experience beyond the boundaries of your current role. This session will explore how RevOps professionals at every level can take greater ownership of their development, broaden their commercial perspective and prepare for more senior leadership. From building a strong operational foundation to leading teams, influencing executives and ultimately stepping into VP or CRO-level roles, attendees will leave with a clearer view of what the journey could look like. Key takeaways: - The skills, experiences and relationships to prioritise at each stage of a RevOps career - How to move from specialist expertise into broader strategic and commercial leadership - What aspiring VPs and CROs need to demonstrate before they are ready for executive responsibility