Make the numbers agree with each other.
RevOps
Revenue operations for groups that have outgrown spreadsheets. Pipeline, attribution, forecasting and reporting that reconcile across marketing, sales and practice management.
When two reports disagree, both get ignored
The practical cost of bad revenue data is not a wrong decision. It is no decision. Once leadership has seen two dashboards contradict each other, everything reverts to instinct and the reporting becomes theatre.
Fixing that is less about new tooling than about definitions. What counts as a lead. When a deal is closed. Which system is authoritative when two disagree. Most groups have never written those down, so every person answers them differently and the aggregate is meaningless.
Where we usually start
With the data you already have, not a new platform.
In most engagements the first month is remediation, and it is the part that changes the numbers most.
What you get
Included in every engagement
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A pipeline that matches reality
Stages defined by what actually has to happen to advance, so stage-based forecasting means something.
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Attribution you can defend
Which channels produce patients, traced end to end, with the limits of each method stated rather than glossed.
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Data hygiene at the source
Deduplication, validation and required fields, so reporting stops being a monthly reconstruction.
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Reporting leadership can act on
Dashboards built around the two or three decisions you actually make, not every metric available.
How it runs
The process
- 01
Audit the data
What exists, what contradicts what, and which numbers are already being reported wrongly.
- 02
Redesign
Objects, stages, properties and definitions, agreed and documented so the meaning is fixed.
- 03
Remediate
Historical data corrected, duplicates merged, phantom pipeline removed.
- 04
Instrument
Dashboards, automation and the alerts that surface a break rather than letting it run for a quarter.
Answers
RevOps, answered
What is RevOps and do we need it?
It is the discipline of making marketing, sales and delivery data agree so that decisions rest on one version of the numbers. You need it when your reports disagree with each other, when nobody trusts the pipeline figure, or when you cannot say what a patient costs to acquire. Below roughly ten staff it is usually overkill.
What sort of problems do you typically find?
Deals sitting in stages nobody uses, duplicate records inflating the pipeline total, currency fields mislabelled, and closed-won counts that are simply wrong because a migration dumped everything into one stage. We have found all of those, including a pipeline badly overstated by duplicates alone.
Is this only for healthcare?
No. RevOps is the least sector-specific thing we do, and we have delivered it for retail, professional services and platform businesses. Healthcare is where the rest of our work sits, not a limit on this.
How long does a RevOps engagement run?
The audit and redesign is usually four to six weeks. Remediation depends entirely on how much history there is to fix. We scope it in phases so you can stop after any one of them.
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