RevOps and the Trust Equation: The Real Key to Getting Sh*t Done

It’s been a minute since I’ve written here. Work has been insane, and honestly, I just haven’t had the time (or energy) to sit down and put my thoughts into words. But I’m making an effort to get back to writing more regularly because, let’s be real, RevOps is a constant learning experience, and half the time, I’m just figuring it out as I go.

And lately, one thing that’s been front and center in my mind as I work on building my team is........ trust. (So buckle up, you're in for a longer RevOps Rant)

If you’ve spent any time in RevOps, you know we sit at the messy intersection of Sales, Marketing, Customer Success, and Finance. Everyone has their own goals, their own metrics, their own sense of urgency.

And in the middle of it all? you guessed it! RevOps. When all we're trying to do is turn strategy into execution while making sure execution actually turns into revenue.

But here’s the catch: you can’t do any of it without trust.

RevOps = Switzerland (But Only If The Leadership Trusts You)

I’m a big believer in healthy friction. If there’s no tension between Sales, Marketing, and CS, something’s probably broken. Sales should push for speed, Marketing should push for pipeline quality, and CS should push for long-term retention. That natural friction is good—it means people are doing their jobs.

But here’s where RevOps comes in: We have to be the neutral party that bridges the gaps. We translate the Sales team's frustration about lead quality into something Marketing can act on. We make sure Finance understands why CS needs more flexibility in renewal structures. We play Switzerland in the never-ending battle of priorities.

And you can only do that if all sides trust you.

Otherwise, you’re just another voice and another opinion in the chaos.

TRUST is The Difference Between Being a Strategic Partner and an “Order Taker”

Let’s be real, RevOps is already a function that can be misunderstood. Done right, we are the connective tissue that turns strategy into execution and lay the foundation to turn execution into revenue. Done wrong? We become a glorified reporting team that just updates dashboards and builds workflows when someone shouts loud enough.

The difference? Trust.

If the CRO doesn’t trust you, you’ll never be in the room when go-to-market decisions are made. If Sales sees you as just a “systems person,” they won’t come to you with their real challenges. If Finance thinks you’re just there to push deals through, they won’t include you in strategic planning.

Trust is what turns RevOps from a reactive function to a proactive force multiplier for the business.

The Trust Equation: My Playbook for RevOps

So how do you actually go about building trust? I don't think theres a right or wrong answer here.... all i can do is share what's worked for me in the past. I lean on something called the Trust Equation:

Breaking it down:

• Credibility Do they believe in your expertise? Have you done this before? Do you bring knowledge and perspective to the table? Remember, not everyone you work with has seen your resume or interviewed you.

• Reliability Do you actually do what you say you’ll do? Are you consistent, dependable, and delivering results?

• Intimacy Have you built personal relationships and earned their confidence? Do you actually get where they’re coming from?

• Self-Orientation (the denominator) Do they think you have their best interests in mind, or are you just pushing your own agenda?

This framework changed the way I think about stakeholder management. Instead of just thinking, "I need to build trust with Sales," I ask myself: What does this person actually value in a working relationship?

• Some people need personal connection (Intimacy). They want to feel like you "get" them.

• Others need to see consistent execution (Reliability). If you solve their problems quickly and repeatedly, they’ll start trusting you.

• And some stakeholders respect experience and expertise (Credibility). They need to know you’ve done this before and can guide them through it.

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Once you figure out what matters to someone, the blueprint for building trust with them gets so much clearer.

At the end of the day, RevOps isn’t about managing functions, it’s about working with people. The Trust Equation isn’t just some corporate buzzword; it’s a way to navigate those relationships thoughtfully.

Because when trust is strong, we stop being seen as a roadblock or a reporting function. We become strategic partners, decision-makers, and the people leadership turns to when sh*t gets complicated.

And that’s exactly where we need to be.