Leadership & RevOps
Use The Loop Revenue System As Your Operating Model
If you are in leadership or RevOps, you sit where decisions meet systems.
You feel the weight of disconnected dashboards, siloed goals, and tools that seem busy but do not add up to a clear story. You want a way to look at revenue as one system, not four departments that argue about who is right.
The Loop Revenue System gives you that shared map. This page shows how leadership and RevOps can use it every week and every quarter, so the company has a better chance to grow in a way that feels aligned and human.
Why Leadership And RevOps Need A Shared Operating Model
When leadership and RevOps do not share an operating model, the same pattern plays out.
Leaders chase targets. RevOps chases tickets.
Marketing, sales, and service chase their own goals.
Dashboards multiply. Trust in data drops.
Everyone works hard. The system still feels choppy.
A shared model changes the conversation.
Instead of "Marketing vs Sales" or "New vs Existing," you talk about:
Four loops:
Marketing, Sales, Service, Ops.
Four stages:
Express, Tailor, Amplify, Evolve.
You stop asking only, "Are we hitting the number?" and start asking, "Which loop and which stage are holding us back?" That is a problem you can fix together.
Leadership brings direction and trade-offs.
RevOps brings systems and execution.
The loops give you a way to see whether those two are actually connected.
Without a shared model...
- Each team optimizes for their own metrics while the customer journey suffers
- Tool decisions get made without system-wide thinking
- Problems get blamed instead of diagnosed and fixed
Who Owns What
You do not need a complex RACI chart. You do need clarity.
Leadership Owns
Leaders set the 'why' and the 'where.' The loops are how you get there.
- Direction: which customers you serve and which bets you make
- Outcomes: what "good" looks like for revenue, not only for one quarter
- Boundaries: the values you will not trade away for short-term wins
RevOps Owns
RevOps turns direction into systems. They own how the loops are wired, measured, and changed.
- Data models, lifecycle stages, and pipelines
- Processes and workflows across tools
- Reporting and alerts that match leadership questions
Shared Work
The middle zone where you must decide together. If you are fighting about tools or tactics, it usually means you have not agreed here.
- Which loops and stages to focus on each quarter
- Which experiments and projects to run in which order
- Which metrics matter and what they actually mean
- How to spot early signals that a change is helping or hurting
Loops As The Leadership View Of The Business
As a leader, you could look at your business in a hundred ways. The Loop Revenue System suggests four simple ones.
Marketing Loop
How clearly and consistently we show up in the market.
Sales Loop
How we help the right humans make confident decisions to work with us.
Service Loop
How we support and guide customers after the sale so they stay and expand.
Ops Loop
How we design and maintain the systems and data that support everything else.
Leadership and RevOps use loops to:
- See where energy and investment are going
- Spot which loop is overachieving and which is under-supported
- Set goals that acknowledge the whole journey, not just one stage of it
When you say "we have a pipeline problem," you can ask, "Is this a Marketing loop issue, a Sales loop issue, a Service loop issue feeding back, or an Ops issue?" The answer is rarely "only one."
Stages As The Execution View
The loops give you the "where." The stages give you the "how." Every loop runs through four stages.
Do we actually agree on who we serve and what success looks like?
Are we treating the right segments differently in a way that feels human?
Are we scaling motions that already work, or are we scaling noise?
Do our meetings lead to changes in how the system works, or just more commentary?
When something is off, you do not only see "bad numbers." You see which stage needs work. As a leadership and RevOps pair, you can use these stages as filters for every conversation.
A Simple Operating Cadence
You can use the Loop Revenue System as more than a diagram. You can use it to shape your calendar. Here is a simple cadence you can adapt.
Loops At The Team Level
- •Marketing asks: What did we Express, Tailor, Amplify, and Evolve this week?
- •Sales asks: Where did deals get stuck in our stages, and what did we learn?
- •Service asks: What patterns did we see in tickets and outcomes?
- •Ops asks: What changed in the system and what needs attention next?
- •RevOps partners with each loop, not just with leadership.
Cross-Loop Leadership & RevOps Review
- •Look at one shared dashboard that shows key signals for each loop
- •Ask "Which loop feels like the current bottleneck?"
- •Ask "Which stage inside that loop is the real constraint?"
- •Choose one or two plays from System Playbooks to address that stage
- •You do not solve everything. You decide what to move forward.
Loop And Stage Reset
- •Are we still focused on the right loops for this season of the business?
- •Do we need to change any Express decisions about who we serve or how?
- •What did we learn from the plays we ran in each stage?
- •Update targets at the loop level, not only by department
- •Update the experiment backlog and system change log
The cadence is not about more meetings. It is about meetings that line up with how revenue actually works.
Leadership-Level Metrics That Follow The Loops
You can fill dashboards with hundreds of metrics. Leadership and RevOps need a short list that matches the loops.
- •Volume of meaningful new conversations or engaged contacts in target segments
- •Percentage of opportunities influenced by key content or campaigns
- •Win rate and sales cycle length by segment, not just overall
- •Percentage of pipeline that matches agreed "good fit" criteria
- •Time to first meaningful value for new customers
- •Retention and expansion rates by segment
- •Recurring issues that generate tickets or negative feedback
- •Data completeness and accuracy for core fields
- •System uptime plus workflow and integration health
- •Time from idea to deployed change for key processes
These are examples, not a mandate. The key is that leadership-level metrics:
- Connect to loops and stages
- Help you make decisions, not only admire graphs
- Encourage cooperation instead of finger-pointing
When a number looks off, you can ask, "Which loop? Which stage? What play?"
Common Failure Patterns And How To Avoid Them
When leadership and RevOps do not anchor in a shared model, certain patterns keep repeating.
Patterns to watch for
- •Tool-first thinking: "If we just buy or reconfigure this tool, things will improve."
- •Siloed goals: each department hits its numbers, but customers feel the seams.
- •Dashboard overload: lots of data, very few decisions.
- •Chaos projects: big overhaul initiatives with fuzzy outcomes and no clear stage focus.
Better moves
- •System-first thinking: design loops and stages, then choose tools and changes.
- •Shared goals: loops and stages with metrics that cross teams.
- •Focused views: a few dashboards tied to your operating cadence.
- •Smaller projects: plays from System Playbooks that fit into weeks and months, not years.
A good rule: if a project cannot be linked to a specific loop and stage, it is probably not ready.
Ways Of Working Agreements
You do not need a thick playbook of rules. A few clear agreements can change how leadership and RevOps move together.
We decide focus by loops and stages, not by opinions.
When we pick priorities, we ask which loop and stage are the real constraint. We use data and customer stories to decide.
We change systems in small, testable steps.
Instead of giant, vague projects, we choose smaller plays from System Playbooks. We test, learn, and adjust.
We protect data, people, and trust.
We follow the guidance in Data, Metrics, And Governance and AI And Humans. We do not use AI or automation in ways we would be ashamed to explain to a customer.
You can add more. Just keep them simple enough that people remember them when things get busy.
Where To Go Next
If you are in leadership or RevOps, you already carry a lot. The Loop Revenue System is here to make that load clearer and more shared.
Understand the model
Design your system
Run your first plays
One Final Invitation
With your leadership or RevOps partner, answer three questions:
Which loop is our biggest bottleneck right now?
Which stage inside that loop is most underpowered?
Which one small play are we willing to commit to in the next 30-90 days?
Write down your answers. Treat them as your first Loop Revenue System decision. Then let that decision shape what you fund, what you change, and how you help your organization and your customers flourish.