The RevOps Tech Stack Audit: How to Evaluate Every Tool You Own

The average B2B company uses 120+ SaaS tools, and RevOps owns or influences 30-50 of them. Most teams haven't audited their stack in over a year. The result: overlapping tools, unused licenses, broken integrations, and six-figure annual waste. Here's how to fix it.

Why stack audits matter more than stack selection

Everyone obsesses over which tools to buy. Almost nobody audits what they already own. That's backwards.

Here's why: Gartner reports that companies use only 58% of their SaaS capabilities on average. For RevOps tools specifically, the number is probably lower. You're paying for features nobody uses, integrations nobody configured, and licenses for people who left six months ago.

A stack audit isn't glamorous work. But it's the highest-ROI project most RevOps teams can run. We've seen teams save $50-200K annually just by eliminating redundancy and rightsizing licenses. That's real budget you can redirect toward tools that actually move the needle.

The 5-layer audit framework

Run this audit quarterly. Yes, quarterly. Tool sprawl compounds faster than you think.

Layer 1: Usage vs spend analysis

For every tool in your stack, answer these questions:

• What are we paying? Annual cost, per-seat vs platform fee, overage charges. Get the real number, not the "we got a deal" number from two renewals ago.
• Who's using it? Pull login data. Most tools have admin dashboards showing active users. If you're paying for 50 seats and 18 people logged in last month, that's a problem.
• How are they using it? Logging in isn't the same as using. Someone who opens Gong once a month to check a single call recording is not a power user. Look at feature adoption, not just logins.
• What would break if we turned it off? This is the real test. If the answer is "nothing," you have your answer.

Build a simple spreadsheet: Tool name, annual cost, licensed seats, active users (last 30 days), core use case, cost per active user. Sort by cost per active user descending. The worst offenders rise to the top immediately.

Layer 2: Overlap detection

This is where the big savings hide. Common overlaps in RevOps stacks:

• Data enrichment: Running ZoomInfo AND Clearbit AND Apollo AND Lusha? Pick one primary, one backup. Three is waste.
• Sales engagement: Outreach AND SalesLoft in the same org? It happens more than you'd think, usually after acquisitions or team merges.
• Conversation intelligence: Gong AND Chorus AND the call recording feature in your sales engagement platform. Three tools recording the same calls.
• BI and reporting: Tableau AND Looker AND the native CRM reporting AND a custom Metabase instance someone in engineering set up. Consolidate.
• Workflow automation: Zapier AND Workato AND Tray.io AND the integration features in your CRM. Define one integration layer.

For each overlap, ask: can one tool serve all the use cases? Usually yes. The reason you have three tools doing the same job is that nobody said no when department B asked for their preferred tool after department A already had one.

Layer 3: Integration health

A tool is only as good as its data flow. For every tool, map:

• What data goes in? Source system, sync frequency, field mapping
• What data comes out? Destination system, sync frequency, field mapping
• What breaks? Check error logs. Sync failures are the silent killer of data quality. That enrichment tool might be running fine, but if its sync to your CRM has been failing for three weeks, nobody's getting the enriched data.
• Who owns the integration? If the answer is "nobody" or "the person who left in September," that integration is a ticking time bomb.

Create an integration map. Even a simple diagram showing which tools talk to which is more than most teams have. You'll find orphaned integrations, circular data flows, and sync conflicts you didn't know existed.

Layer 4: Renewal timing strategy

This is tactical but important. Build a renewal calendar:

• Renewal dates: When does each contract come up? Most SaaS auto-renews 30-60 days before the contract end date. Miss that window and you're locked in for another year.
• Cancellation notice periods: Some contracts require 60 or 90 days notice. Put these in your calendar with reminders.
• Negotiation leverage: End of quarter for the vendor? Multi-year commitment available? Competitors offering migration incentives? Stack these in your favor.
• Bundle opportunities: Some vendors offer better pricing when you consolidate. HubSpot's suite discount is significant. Salesforce's bundle pricing improves at enterprise scale.

Coordinate renewals so they don't all hit in the same month. Spread them across quarters so you have time to properly evaluate each tool before renewing.

Layer 5: Build vs buy decisions

For each tool, ask whether you could build the functionality internally. This isn't always the right call, but it's always worth asking.

Build when:

• The tool is simple (basic data transformation, simple routing logic)
• You have engineering capacity and they're willing to maintain it
• The vendor cost is disproportionate to the value (paying $30K/year for something a Python script could do)
• Your use case is so specific that off-the-shelf tools require heavy customization anyway

Buy when:

• The problem space is complex and evolving (AI-powered tools, compliance, security)
• The vendor invests more in R&D than you could ever allocate internally
• Integration ecosystem matters (CRM, marketing automation)
• You need support, documentation, and community resources
• The tool is mission-critical and needs to be reliable 99.9%+ of the time

The audit output: what to deliver

Your stack audit should produce three deliverables:

1. The stack map. Every tool, its cost, its usage, its integrations, and its owner. One page. Keep it updated.
2. The cut list. Tools to eliminate, consolidate, or downgrade. Include the savings estimate for each. Be specific: "Cancel ZoomInfo secondary account ($18K/year), migrate 12 users to primary account."
3. The investment list. Gaps the audit revealed. Maybe you need a proper integration platform instead of five point-to-point Zapier connections. Maybe your BI tool is the bottleneck and upgrading would save 10 hours per week of manual reporting.

Present all three to leadership together. The cut list funds the investment list. That's the story.

What the market says

Based on 455 current RevOps postings, "tech stack management" or "tool evaluation" appears in roughly 40% of job descriptions. It's increasingly a core RevOps competency, not a side project. Companies want people who can evaluate, consolidate, and optimize, not just administer.

For more on RevOps tools, browse our full tool reviews and comparisons. For guidance on how stack expertise affects compensation, see our salary data. And if you're dealing with tool consolidation specifically, our consolidation guide goes deeper on that topic.