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What does it take to make VP in RevOps? And why do many great operators stall before this point? Daire Manning of Dogsbody Consulting joins to shed light on this based on his experiences. Daire rose the ranks at HubSpot from Sales Strategy & Ops analyst to Head of International Strategy & Ops before moving on to becoming VP of Commerical Ops at Tebra, leading a large team across sales and CS ops, analytics, and planning. I asked Daire to reflect on his journey to these points. Daire shares what he’s learned about leveling up in RevOps: when to be in the weeds, when “good enough” is actually better than perfect, and how to evolve from an order-taker into a true executive business partner. Specifically, we cover: Why VP-level RevOps leaders must be generalists, not hyper-specialists How to decide which work requires extreme precision and which doesn’t The difference between being analytically strong and being analytically useful How RevOps adds value in strategy, budgeting, and planning conversations What executives actually want from RevOps in the boardroom I think you'll appreciate Daire's thoughtfulness if you're thinking through your own RevOps progression.