How to Structure a RevOps Team (By Company Size)

The right RevOps team structure depends on company size and GTM complexity. Under $10M ARR, one generalist. $10-50M, a team of 3-5 with light specialization. $50M+, specialized pods for systems, analytics, and enablement with a VP leading the function.

Stage 1: The Solo Operator ($0–$10M ARR)

Your first RevOps hire does everything: CRM admin, reporting, process design, tool evaluation, and fire-fighting. This person is usually titled "RevOps Manager" or "Sales Operations Manager" and reports to the VP of Sales or CRO.

What this person needs to be:

• A generalist who can context-switch between Salesforce configuration and executive reporting
• Self-directed — there's no ops leader above them to set priorities
• Comfortable saying "no" — every team will want things, and capacity is limited

Salary range: $90K–$130K for a mid-level ops manager. Don't hire junior for your first ops role — the ambiguity will overwhelm them.

Common mistake: Hiring a Salesforce admin when you need a RevOps generalist. Admin skills matter, but your first ops hire needs to think about process and strategy, not just configuration.

Stage 2: The Small Team ($10M–$50M ARR)

You've outgrown one person. The team grows to 3–5 people with light specialization:

• RevOps Manager/Director — strategy, cross-functional alignment, hiring (reports to CRO/COO)
• Systems Specialist — CRM administration, integrations, data quality
• Analytics/Reporting — dashboards, forecasting support, ad-hoc analysis
• Marketing Ops (optional) — MAP management, lead scoring, attribution

At this stage, the question is whether to hire specialists or maintain generalists. The answer usually depends on tech stack complexity. If you're running Salesforce + Marketo + Outreach + Gong, you need at least one systems specialist. If you're on HubSpot all-in-one, generalists can stretch further.

Reporting structure: The RevOps leader should report to the CRO, COO, or CEO — not to the VP of Sales. Reporting into Sales undermines the cross-functional neutrality that makes RevOps effective. See RevOps vs Sales Ops for why this matters.

Stage 3: The Scaled Function ($50M–$200M ARR)

RevOps becomes a department with 8–15 people, organized into pods:

Pod 1: Systems & Data

• CRM architecture and administration
• Integration management (middleware, APIs, data warehouse)
• Data quality, deduplication, enrichment
• Tech stack management and vendor relations

Pod 2: Analytics & Strategy

• Revenue forecasting and pipeline analytics
• Territory design and capacity planning
• Compensation plan modeling
• Board-level reporting and KPI ownership (see key metrics)

Pod 3: Process & Enablement

• Sales process design and optimization
• Cross-functional workflows (lead handoff, renewal, expansion)
• Onboarding and training for new hires on tools and processes
• Change management for process rollouts

Leadership: VP of RevOps leading the function, with Senior Managers or Directors running each pod. Comp at this level: $180K–$280K for the VP, $140K–$200K for pod leads.

Stage 4: Enterprise Scale ($200M+ ARR)

At enterprise scale, RevOps may have 15–25+ people. The key structural decisions at this stage:

• Centralized vs embedded: Do ops people sit in a central team or embed within Sales, Marketing, and CS? Most enterprises use a hybrid: central team for strategy, standards, and shared infrastructure; embedded ops people for team-specific needs.
• Regional considerations: Multi-geo companies may need ops coverage across time zones and market-specific requirements.
• M&A integration: Acquired companies bring their own tools, processes, and data. Revenue systems integration becomes a recurring workstream.

The Ratio Question

How many RevOps people do you need? Common benchmarks:

• 1 ops person per 15–25 quota-carrying reps — for sales ops support
• 1 ops person per $10–15M in ARR — for the overall RevOps function
• The real answer: It depends on tech stack complexity, GTM motion (PLG vs sales-led), and how much you've automated. A well-automated team of 5 can support a company that a manual team of 12 struggles with.

Hiring Sequence

If you're building from scratch, hire in this order:

1. RevOps generalist/manager — your foundation
2. Systems/CRM specialist — when config requests exceed the manager's bandwidth
3. Analytics person — when leadership needs better forecasting and reporting
4. Marketing ops — when marketing automation and attribution become pain points
5. RevOps leader (Director/VP) — when the team exceeds 3-4 people and needs strategic direction

Browse current RevOps openings to see how companies are structuring these roles. For compensation planning, use our salary benchmarks by seniority and role type.