Revenue Wizards

Revenue Wizards is Europe’s leading RevOps agency. Our mantra is that RevOps helps companies do more with less headcount - especially when RevOps empowers GTM teams with AI.

Our services are structured in 4 pillars (1) RevOps Foundation, (2) Go-to-Market Services, (3) Data, Analytics, and Forecasting, and (4) Systems and Implementation. We are known for our result-driven approach, flexibility and experience, making them a preferred partner for companies aiming to optimize their revenue operations efficiently.

Revenue Wizards are based in Amsterdam operating across Europe and North America.

Managing Partner

RevOps Co-op

Member

Pavilion

Greenomy

Head of Revenue Operations

Datamaran

Datamaran a leading SaaS solution in ESG, and sustainability risk management,
used by over 10% of Fortune 1000 companies. A fast-growing scale-up, nearing 100
employees across 15 countries and two office locations. Part of Datamaran
Leadership, overlooking Revenue Operation, People & Legal. Supported the growth from
Series A to Series B (from $1 mil ARR to $10 mil ARR)

- Optimized and automated the Operating Model that resulted in profitability in Q1FY22
-  Implemented a customer 360 view in Salesforce through integrating the tech stack to
allow for data-driven decision making
- Led on data strategy and reporting requirements for internal users, investors and board.
- Set up a Business Development team that resulted in 120% pipeline growth and created
70% of a new revenue stream within a year.
- Managed employee training for 13 new recruits and offered continuous advice, guidance, and mentorship that resulted in a 92 % employee retention rate

Director of Operations

• Launched a Revenue Operations team by hiring and onboarding 2 recruits
• Reduced the Lead-2-Cash (L2C) duration by 23% through clearer processes, salesforce
optimization and communication improvements.
• Led on improving the Customer Success organization by focusing on a high-quality selfservice
environment. Implemented a help center, ticketing system, case management,
customer health scoring and live chat system that increased the NPS by 1.5 points.

Director of Analytics & Business Operation

• Set up a Business Development team that resulted in 120% pipeline growth and created
70% of a new revenue stream within a year.
• Managed employee training for 5 new recruits and offered continuous advice, guidance
and mentorship that resulted in a 100% employee retention rate.
• Build KPI dashboard to enable a data-driven culture to enhance decision making.

Senior Analytics & Business Operation Manager

• B2B account manager with a close rate for new business of 40% (avg. 30%) and a retention
rate for renewal of 90% (avg. 80%). Key accounts: SAP, Mizuho, or BASF.
• Led a cross functional team to automate HubSpot and Salesforce marketing automation
that improved the L2C process by 15% by providing the sales team with robust leads.
• Organized and delivered 30+ Salesforce training that resulted in 100% user adoption.

Senior Account Manager

Oracle

B2B sales for finance & supply chain SaaS solutions covering the German
market for manufacturing companies (SLG Carbon) and health insurance
companies (AOK, Barmer, Allianz, DAK).
• Among top 10 sales reps in Europe for digital selling over LinkedIn & Video.
• Manage all stages of the sales cycle for SaaS solution to large account (€500+ mil)
• Participated in various sales trainings (Negotiation, Forecasting or Objection Handling)

Account Manager

Tesla Motors

Contributed to the opening of two Tesla Stores in Hamburg by training a workforce and
scaling immensely the revenue growth in North Germany through direct sales. Been
promoted quickly from Intern to Product Specialist to a Sales Advisor.
• Direct Sales in B2C and B2B; avg. monthly revenue generation around €1.1mil.
• Local Salesforce lead for reporting, lead management & campaign management.
• Leading and coaching a dynamic sales team of four Product Specialists – of which two
progressed to Sales Advisors.

Sales Advisor, Europe Sales

Sales Event Intern, Europe Sales

S-KON GRUPPE

Telemarketing for major mobile network operators. Inbound: support for current customers. Outbound: sales to current and new customers.

Account Representative

Co-Founder at Revenue Wizards | RevOps Growth Partner

'Comment "GTM" to get my playbook to make billions in revenue'.

Sounds good to be true? 

Well, it is but hat is what we see often on Linkedin.

If you have ever scaled business from 10m to above 100mil then you know it is hard work. Actually, IT IS SOOOO MUCH WORK.

The big issue now is that what worked a few years ago, does not work anymore. 
Why? Well, you probably guessed it: AI.

AI has the impact that:
- shipping products goes faster BUT that increases competition
- products become a commodity BUT brand stays top
- operations requires less FTEs BUT those need to become empowered with AI

The market is full of opportunities but it becomes more competitive.

How can we help?

There are two ways:
1) GTM, RevOps, and AI services - honestly, it is all intermixed now
2) AI and RevOps educations - teaching the leaders of tomorrow

First, is all about scaling business. The good news is we are above 40 client projects over the past 3 years. We have seen quite a lot and see patterns of what is working well and what not. 

But, there are patterns with a nuance. They need to be tailored to your business. That is why it is hard work. We all hope for the magical pill but it does not exist. 

Second, we use out experience to educate the next generation of operators. In our RevOps essentials course we teach about RevOps, GTM, and AI. 

Why? Because this are the ingredients to scale a company. This is not something you can learn at uni.

So this is what we at Revenue Wizards can offer.

What is Revenue Operations?

After working more than 5 years in Revenue Operations, I still got asked what it is.

Here is what I do to explain it to new people.

1. Avoid acronyms; spell out "Revenue Operations"
I am not a fan of acronyms or portmanteau in the vase of "RevOps"
They make simple things complex;
and don't help at all to explain something.

From the term "RevOps". We can not deduct anything.
Some may know DevOps and compare it with that.

I always say then "Revenue Operations".
More people know "Revenue" and "Operations";
one can assume it means someone who operates revenue.

Well, that is close. Next:

2. Point to the enemy: silos.
Everyone has experiences the frustration with siloed team in companies.
- a new marketing campaign rolling out; sales has no clue.
- a new product feature released; CSM heard from their customers.
- company has tools that; nobody knows about but need.

Those misalignment lead to a lose of efficiency, revenue leakage, and miss opportunities.

2. Point to the solution: Alignment through Revenue Operations.
In RevOps we really want to optimise for revenue with alignment. B

By better utilising people, processes, tech, and data. 

3. Point to the outcome: better business performance.
Comparing the effectiveness of a strategic framework is not easy as most companies are private.

Luckily 135 out of S&P 500 companies have RevOps. We were able to analyse their performance and we see significant performance improvements. 

EBITDA better of 176% compared to their peers who don't have RevOps.

RevOps has a good correlation here.

Further, RevOps found an exceptional adaptation considering the framework exist only since 2017.

4. Position RevOps as a Strategic Business Partner for the GTM teams.

I love to draw the comparison to an HR Business Partner.
Many familiar with an HR Business Partner and how they support stakeholders to optimise people with various tools to achieve the business goals.

Revenue Operations applies this to the whole GTM function and focuses deeply on the revenue generation aspects (and OPEX topics).

You see on the slide that it also can include other teams like finance, legal or product.

5. Story telling: The Pendulum in Motion.

I like to illustrate RevOps then with the pendulum from my book the RevOps Pendulum.

If the weights are not in synch then there is no motion. 
The better the alignment, the higher the swing, and growth.

The most interesting part is when explaining RevOps to people that thought they understood it; but then seeing an "a-ha" moment on their face.

Lots of story telling still to do.

P.S.
Do you see getting RevOps more understood?


P.S.S.
Writing this I learned what a portmanteau is. Did you know that term?

Haris Odobasic

🔅 Humans are kind.

🚀 Accomplished leader with 8 years of experience driving revenue and operational excellence at scale for public and private tech companies. Builds and executes go-to-market models high-growth revenue and reaches ambitious growth goals. Embraces ambiguity to build cross-functional teams and relationships, and is passionate about people, problem-solving, and demonstrating quantifiable results. Data-driven with a deep understanding of the importance of successful partnerships across Sales, Marketing, Customer Success, Finance, Legal, and Product functions.

📚 For me books are a source of continuous growth and pleasure. The above statement that Humans are kind, is from the book Humankind: A Hopeful History by Rutger Bregman. It argues that people are decent at heart and proposes a new worldview based on the corollaries of this optimistic view of human beings. Please read it. It's refreshingly positive. 

🏔 Seeking the mountains to hike and the waves to surf 🌊.

What is Revenue Operations? By Revenue Wizards

Managing Partner @ Revenue Wizards | RevOps Essentials Course | RevOps Pendulum book | Improving EBITDA for our clients (20m-2b revenue) with Revenue Operations

This is what a RevOps team should focus from now till the end of the year to start strong in 2026.

1. Finish the most critical project
End of year is busy for all of us,
hardly anyone is reaching all its goals.

Identify the most high value project and deliver it with precision.

2. Final hiring plan for 2026
My guess is that GTM teams will be leaner,
but I see a stronger focus on opps team.

A well chosen ops hire can replace the need for 2-5 GTM hires.

Think of strategic RevOps thinker, AI and automation specialists.

3. Move your backlog to La la Land 
In our own backlog, we have the category La La Land.
All the great game changing idea land there that have not been overdue since months.

They sounded great in paper, but never saw the light of day.

So they. end up in La La Land, like my dream to become a movie director.

Of course, they can leave La La land once there is a serious plan to make them a reality.

4. A 2026 plan that supports the OKRs.
Now that most projects have moved to La La Land, we can focus on what’s important. 

There I would follow on projects that support either a) generating more revenue or b) reducing the need for additional FTEs

A) makes the CRO, CMO & CEO happy
B) makes the CFO & COO happy

Happy stakeholders; happy life.

5. Plan to invest in your education
Take that L&D budget of yours and invest it a coach, course, or books.

I would put a strong focus on AI and communication skills.
With an emphasis on communication skills.

While AI is important, it is also becoming easier to deploy.
You can literally prompt an MCPs with natural language to deploy that AI use case.

But you will need to align dozens of stakeholders to gather the input for that prompt.

Communication skills > AI skills

Those would be my focus for the end of the year while keeping sane during the end of year rush.

P.S.
What about you?

6 months ago I published The RevOps Pendulum.

The book had a wonderful reception so far. 

Thanks to everyone supporting this!

But I was reflecting and there are a few things I would had done differently.

1. Chapter about People
I do talk about enablement, but now I believe that a dedicated chapter about people is essential.

The focus would be:
- understand skills of current team
- how to design GTM team structure for best results
- keeping people always centered when designing RevOps processes.

2. Call the book "The Revenue Operations Pendulum".
Two reasons for this:
- Revenue Operations is more familiar than RevOps
- It helps with SEO

3. Combine the book with the course essentials course
Have the book as a segue to our online course.
The readers of the book would have access to complementary training videos.

From there one would have the option to upgrade to the full course.

That would be the best combination from delivering the framework and then deepen the knowledge with the course.

The final outcome would be a solid knowledge to apply the transformation in businesses.

Let's see maybe 2027 there will be a second edition.

I will gather more feedback and experience to further improve it.

What would you add?

We need to make companies simpler.

One common theme I see among many companies is overcomplexity in their operations and offering. 

Examples include:
- 800+ SKUs where less than 100 would be fine
- 50 tools in GTM where 20 could do the job
- custom code which could had been a workflow
- no clue how to get support
- too many automations
- too many fields

Some of those over engineered elements are created by highly intelligent people, but not by smart people.   

The difference is that one looks at the big picture, the other just at the problem.

The result is unnecessary complexity.

Unnecessary complexity means also there is room for complexity; the key is just to draw the line that it is not over complex.

A few pointers on how to keep it simple:
- Can I explain it to anyone in the company?
- How does it impact another team?
- How does it link to other iniatives?
- Do we have a tool that can do that already?
- Are we good with 90% of the requriements?
- Do we even need to automate it?
- What can we do that custom code is the last resort?

You will not always find the desired answer,
but the question can help you to reflect on it.

Keep It Simple

P.S.
Do you agree?

Why do some companies refuse RevOps and what are signs you need RevOps?

The benefit of being an agency owner is that you have many prospect calls.

A few patterns developed.

1. Monopoly 
I was surprised to discover how some companies have an unfair advantage.

Market share of 70-90% in their niche and lots of stickeneas.

they don't need RevOps. at least they were willing to educate themselves about new way of working.

that is in contrast to the other group.

2. Got to comfortable 
the difference here is that this group assumes they have a monopoly but they are years away from getting eaten by competition.

the big issue is the leadership team that blocks most innovation as it does not fit their perspective.

very dangerous.

3. working in busy mode
This group is always busy. preparing reports, working on the same erp project since 4 years, many committees trying to find consensus... and so on.

they believe they are moving forward but in reality they can't see the forest for the trees.

here the best advice is to take a step back and evaluate what is important.

--

Now, rapid fire signs u need RevOps:
- two cro's were replaced within 2 years
- worried about competition
- got 3+ sales processes per region or BU
- low CRM adoption
- realizing change is needed to win
- motivated team but stuck
- your are going through a merger
- your PE wants a better multiplier
- want to build a future proof business

a few of the above points are a good sign to invest in RevOps.

p.s.
some early stage founders are eager to invest in RevOps. here I would rather recommend investing in a lead gen agency.

better sell more and fix past the 10m stage. chances are if u invest to early in RevOps that you misallocate  resources.

What are signs of the internal operations team that they need external Revops support?

most of our customers have an internal Revops team. 

here are a few reasons why they reach out:

1. skill gap 
this has two sides
a) people moved into Revops from a role that does not have the full skill set needed (fp&a, marketing, sales, consulting, etc)

b) skills for very specific projects needed. e.g. billing systems, CRM<>erp link, pricing strategy, ai

here knowledge transfer is key.

2. capacity 
the internal team may be busy with day to day operations. they can't take on major projects. 

or temporary leaves like sabbatical or maternity leave.

3. risk reduction
for major strategic project such a new gtm strategy, tech project, or changes in org chart businesses want external validation.

not many people want to make an expensive decision that has the potential to fail. 

here our experiences from various projects help to reduce the risk.

and if it fails they can blame us :) at least internally nobody loses their job.

so this is what I have seen in the majority of the cases.

it makes total sense.

I always hate the office, especially open offices:
- Lots of distractions
- A lot of noise
- Commute

But then I discovered noice-cancelling headsets.

Turned out only noise pollution annoyed me.
(does not fix the the commute though)

Out of the last 10 years, I worked 7.5 years fully remote.

I love the freedom,  flexibility,  and efficiency.

Now, we hear a lot of talk of return to the office.
First, I was sceptical but I see the benefits.

At the moment, I am 4/5 days on a client project.
I have to work with dozens of stakeholders daily.
Doing this fully remote would delay the project.

Many decisions are not just made during the "online-hybrid" meetings, but also in the pre-meeting alignment at the coffee machine or post meeting briefs. Those happen in person. During lunch etc.

The other part is if you work in the head-office then the office crew gets faster aligned on a topic then the remote crew. 

Things move faster. Conflicts get dodged.

Besides, you can always pop up at the desk of someone and solve something within 2 min compared to:
- check the agenda to find a slot
- chances are it gets moved
- connection issues or camera not working
(already lost 2 min
- then the 2 min chat takes 15 min

There goes your efficiency that I actually was a benefit of remote work.

I am not alone with this experiences.

 Peter Cappell's book and research is exactly about that topic.

Now, I am not against remote work.
My set up is still remote.

And if the whole company is remote, then that is amazing. Like we have at revenue wizards.

But for hybrid it is tricky.
The office crew will always have a benefit.

Remote work is still great for independent work (analyst, data work, design, admin, etc).

But anything management and multi stakeholder is better done in the office or with frequent in-person meetings for important decisions.

What is your view?

P.S.
Despite  my new found appreciation, I planed my next work from anywhere trip for jan/feb is planned. Anyone in Thailand?

When does stickiness become a vendor lock-in?

Over the past few weeks, the EU released the EU data act to reduce stickiness, Switzerland did a similar law but then there there was also the news that the Swiss awarded Microsoft a large contract without a tender process.

I am between fences here. 

With my clients we work in the GTM aspect on how to make the product more sticky. But this can quickly turn to a vendor lock-in.

Is that per-se a bad thing?

Let's take a journey from attraction to stickiness to vendor-lock in.

First attraction.

We start using a product because:
- it is awesome
- it created a new category
- it is way cheaper than anything else

Examples: Office, ChatGPT, or Figma

Then the glue spreads.

A product becomes sticky because:
- emotional habits
- it created a network effect
- through the integrations and ecosystem 

Examples: LinkedIn, Slack, or Confluence

Finally, we are in chains.

A product has a vendor lock-in:
- switching would break to much
- decades worth of data is in the system
- due to size competitors can't compete
(or are acquired before they get big enough)

Examples: AWS, Google Workspace, or Salesforce

Vendor lock-in is the dream of most VCs, PEs, and CEOs.

The fun part is that vendor-lock in is often sold as a benefit:
- One system is cheaper to maintain than multiple fragmented
- I ensures s compliance, data security, and unified control.
- Create deeply integrated and smooth workflows
- A long-term reliable partner
- A strategic partnership

Here we go, vendor lock in sounds like fun :) 

For me this is not a black and white topic.

And for you?

EU Open Source is coming after US Big Tech.

More European companies adopting EU open source alternatives.

Nextcloud replaced Google Workspace / Microsoft 365:
- 300k users at German federal government use
- 300k in the french ministry of interior
- 25k in the government of Schleswig-Holstein
- 1,2k Austrian Ministry for Economy, Energy, and Tourism
- 30k users at various universities in Germany

LibreOffice replaced Microsoft office
- 16k workstations at AustrianArmed Forces
- 30k workstations + linux computers

In addition, companies like Tutanota have 10m+ users, OVH Cloud with 1.6m customer and many 6/7 digits deals.

Governmental and business chose EU open source because:
- Data sovereignty and control within EU jurisdiction
- Compliance with strict EU privacy regulations (GDPR)
- Avoidance of vendor lock-in and monopolies
- Enhanced transparency of open source code
- Reduced dependence on US political/ legal risks

The thing is even if the servers are in the EU, the moment an US supports an EU client, then the US government can get access to the EU clients data through the CLOUD Act.

This is wild.

No surprise so many EU companies / govs are ditching US vendors.

My personal wishlist:

"An EU based iOS/Windows/Android that can run on laptops and phones with a pretty user interface."

How can we make this happen?

taplio

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