RevOps sits closer to the revenue data than almost anyone in the business. You can see where deals are slowing, where churn risk is building, and where the forecast is drifting - often before the CRO does. But knowing the numbers and being trusted to shape strategy are two very different things. This panel explores what it actually takes to build real influence at the C-suite level: how to frame insight as recommendation, which conversations to be in, and how to make the shift from the team that reports on the business to the team that shapes it. Discover: - What separates a RevOps leader who advises the C-suite from one who just reports to them - How to frame operational data as strategic input, without being seen as overreaching - The three things C-suite leaders say they want from RevOps, and how to actually deliver them