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Rachel
Mosberg
VP Revenue Operations & Sales Effectiveness
Groupon
Rachel Mosberg is Vice President of RevOps & Sales Effectiveness at Groupon, where she leads the team responsible for the strategy, systems, and incentives behind a global sales organization of 350+ people spanning a dozen countries and more than $500 million in annual revenue. Over her career, Rachel has built a reputation as an operator turned strategic leader who turns ambiguity into execution, architecting GTM strategies, redesigning sales compensation models, and leading enterprise transformation programs through some of the highest stakes moments in Groupon's history, including a pandemic era overhaul of of Groupon’s GTM and, more recently, the company's shift toward AI native selling. Under Rachel's leadership, her team has designed and launched a range of AI driven programs across the sales organization, including an AI SDR channel, AI driven activity prioritization for client development teams, and AI driven lead prioritization for the new acquisition channel. Rachel is based in Chicago, where she began her career with Fortune 500 supplier W.W. Grainger before moving into revenue leadership. She has also served as VP of the associate board for a nonprofit serving the city's arts community. Across every chapter of her career, Rachel has stayed committed to a simple idea: we must remain relentless in challenging the status quo in pursuit of continuous improvement and as leaders we are responsible for architecting the arenas that foster and reward this mentality.
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18 November 2026 13:45 - 14:30
Panel: Build or buy? Why RevOps teams are building their own AI tools
Every build versus buy decision is really a decision about who controls your competitive advantage. As AI reshapes the GTM stack, the leaders making these calls aren't just choosing software, they're deciding how much of their roadmap, data, and long-term flexibility they're willing to hand to a vendor. This session goes beyond the tactical checklist and into the strategic bet underneath it: what it actually costs an organization to buy speed at the expense of control, versus building ownership at the expense of time and risk. The conversation will also address the organizational stakes leaders don't always see coming, how a build-first strategy reshapes team structure, budget ownership, and even how the business measures RevOps' contribution to the bottom line. Attendees can expect to take away: - A strategic framework for weighing control and long-term flexibility against speed and cost. - A clear-eyed view of the organizational and budgetary consequences of each path. - Perspective on how this decision affects RevOps' influence and standing at the leadership