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RevOps is about to level up in ways most teams aren’t ready for. In the next 12-18 months, AI, data architecture, and shifting GTM expectations will fundamentally reshape how revenue engines are built and who is positioned to lead them.
In this article, top RevOps leaders share 33 predictions for what’s coming next: from AI-native workflows and best-of-breed tech stacks to the rise of GTM engineers, data governance as a revenue lever, and RevOps stepping into true board-level influence.
If you want to future-proof your GTM operations and stay ahead of the teams still treating RevOps as “system admins,” this is the roadmap to what’s coming and how to prepare before the next evolution hits.
Adam Wenhov
Director of Revenue Operations
GetAccept
The evolution of AI Ops
RevOps has been in the driving seat of how AI gets embedded across GTM. As companies chase efficiency, they’ll lean on RevOps to drive AI adoption and initiatives in all departments. We’ve already made this shift at GetAccept with an AI manifesto to make all teams AI-native.
Build vs buy
As models and automation platforms mature, more companies will build their own AI solutions and agents. We’ve shipped custom agents using our existing stack and tools like n8n, but it also raises expectations of RevOps. The operators who combine technical depth with strategic thinking will stand out.
Fix your data or forget good AI
If your data is messy, AI won’t save you. Someone in RevOps needs to own data quality, structure, and enrichment across the stack. Clean your structured data and use AI to convert unstructured data like calls, forms, tickets, and emails into usable fields that can power automation and reporting.
Arlette Bloks
Head of Revenue Operations
Bonana
Data, Data, Data
Actionable insights are becoming harder to extract as tech stacks grow and systems become increasingly disjointed. Fragmented data, manual interactions, and inconsistent processes are no longer acceptable. Companies simply cannot afford customer data that lives in silos — not if they want to advance with AI, close revenue gaps, make strategic decisions, or even execute operational tasks reliably.
How to prepare?
Data architecture will become a major focus area in the coming period. Investing in Solutions Architects, technical consultants, or GTM Systems Architects who understand both business goals and customer data governance will be one of the smartest moves companies can make.
AI is the future (every founder ever)
In that same vein, my second prediction is one we’ve all heard before, but still isn’t acted on properly: AI is the future.
Without a solid data foundation, adopting AI is the equivalent of strapping rockets to your rollerblades while you’re still learning to stand. It becomes chaotic and unsafe. With reliable, trustworthy data maintenance, AI becomes the accelerator of RevOps and fully embeds itself in core processes.
Preparation: identify the real pain points in your workflows and apply AI with a specific purpose, not as random “AI glitter” sprinkled across your operations.
Quality Time for Quality People
In the next 12–18 months, companies will move from volume-driven, activity-heavy commercial operations to efficiency-driven, high-leverage teams. Budgets are tightening, teams are slimming down, and leadership must deliver more impact with fewer resources.
How to prepare?
Prioritize efficiency KPIs, adopt full-business KPIs instead of department-specific ones, and introduce human efficiency metrics that track the leverage gained from AI. The organisations that empower their highest-impact people with clarity, automation, focus, and better tools will outperform those still chasing raw activity volume.
Evelina Petrova-op den Kelder
VP Revenue Operations
Adyen
Revenue Operations will become more and more “productised”. The function will evolve from the reactive, “system admins” and back-office model to an integrated, agile, proactive, and experimental product-like operating model. How are we preparing? We’re adopting product management thinking, using impact-based measurement (adoption, engagement, business outcomes), and running cross-functional “Pods” focused on specific GTM big bets.
Revenue Operations jobs and roles will become more technical. The shift to becoming the “product team of GTM” and building AI-ready workflows will require RevOps professionals to increase their expertise at the intersection of data, systems, and integrations. This includes knowledge of orchestration tools, workflow automation platforms with low-code/no-code capabilities, and additional coding skills for data extraction/manipulation. We’re preparing by continuously investing in L&D, upskilling programs, and encouraging learning and experimentation.
Revenue Operations will finally ascend to the Boardroom to drive strategic decisions on traditional topics like process efficiency, financial predictability, and capital efficiency, and also on newer topics such as internal performance, AI efficiency gains, and AI-era headcount allocation. We’re preparing for it by adopting an outcome-based measurement of success, speaking the business language, and driving impact focused on financial outcomes.
Gabriel Hobbs
VP Revenue Operations
Tacton
Architecting Best-of-Breed
Companies are increasingly leaning toward best-of-breed tools tailored to specific needs. This evolution introduces complexity — and with its unique lead-to-revenue perspective and proximity to data, Revenue Operations is perfectly positioned to act as the integration architect. The focus must be on seamless data flow, unified reporting, and scalable automation across systems. Investing in technical competence and a robust integration layer will be critical to making this vision real.
Operationalizing AI
We’re moving from experimenting with AI to truly operationalizing it. Revenue Operations should stay obsessed with process optimization — but through an AI-first lens. Ask: Why wouldn’t we use AI to capture Closed Won/Lost reasons in the CRM? Delivering on this potential requires the proper infrastructure, data quality, and talent to turn AI ambition into measurable outcomes.
Revenue Operations: The Neutral Facilitator
As a neutral party between Sales, Marketing, Customer Success, and Product, Revenue Operations is uniquely positioned to orchestrate strategic initiatives. Neutral, however, doesn’t mean passive — it means objective. The strongest RevOps leaders will blend commercial acumen with analytical rigor, driving alignment across every GTM motion. The rise of the Chief Revenue Operations Officer (CrevOps) marks this next evolution — where RevOps becomes not just operational, but truly strategic.
Lisa Norlander
VP Commercial Operations
Bimobject
Honestly, what a time it is to be alive and what a time to be in Revenue Operations. So much is happening! My top predictions are these:
– Our GTM tech stack is being revamped, reevaluated, and swapped around. The big players look to consolidate into their platform, while at the same time, new incumbents pop up that are built AI-native to solve specific use cases, fast. We will face a choice of best-of-breed smaller systems or go all in with one giant system.
– People working in RevOps need to take on the hat and own the “GTM engineer” function that is emerging. How we handle tools, data, and processes becomes even more important for commercial team,s and RevOps needs to stay on top of that.
– As we try new tools and things that will revolutionize our ways of working, we must keep our eye on our key metrics. If you don’t already know where your pipeline is being generated, your conversion rates, and your metrics across your customer journey, get that in order fast. You will need it to know which of these shiny new AI-initiatives are actually affecting your bottom line and which are just draining time and resources.
Magnus Lindahl
Vice President, Global Revenue Operations
Quinyx
How do I think RevOps needs to evolve in the next 12-18 months? First, three pillars, then a section on how I prepare for this evolution.
Aligning the business on what drives long-term Revenue
Short-term pipeline creation is not enough and is often misleading. What matters is a high-quality pipeline that converts into customers who succeed, renew, and expand.
Why this matters:
- Poor fit leads to low conversion and poor onboarding
- Misaligned pipelines create unpredictable forecasts
- Low-value customers rarely realise the promised value > weaker NRR
RevOps evolving role:
Enable leadership to align on ICP, value drivers, buying journey, and what “good pipeline” looks like. This shifts the focus from volume to quality, from activity to impact.
Aligning on how we use data (not just collect it)
It’s not uncommon for businesses either; don’t have enough data > can’t learn, have too much data > can’t interpret it, or they drill so deep into analysis that they forget judgment, experience, and intuition.
RevOps evolving role:
Provide the organisation with clarity: What should we measure? Why? And how does it help us decide? Simplify data into insights and balance quantitative data with frontline insight.
The next 12–18 months will be about data discipline and data storytelling – not data volume.
Creating operational focus and reducing noise
As businesses scale, people drown in tools, processes, and meetings. Reps lose selling time. Managers lose coaching time. Leadership loses clarity.
RevOps’ evolving role:
- Simplify GTM processes
- Reduce tool fatigue and enforce tool adoption
- Create clear operating rhythms that support execution, not bureaucracy
- Build playbooks, systems, and enablement that eliminate friction
This third point connects naturally to points 1 and 2 – alignment and clarity produce focus, and focus drives results.
I’m currently reviewing and sharpening our existing cadences to ensure they support the shifts we need to make in pipeline quality, data discipline, and operational focus.
For example:
- Sales rep QBRs: Ensuring they centre on what helps reps hit target, not on backward-looking reporting.
- Pipeline quality reviews: Creating space to evaluate whether we’re generating the right opportunities, not just volume.
- Forecast calls: Strengthening the accuracy of data inputs so leadership can trust the numbers and act with confidence.
- Revenue enablement cadences: Improving tool adoption and execution by reinforcing habits that drive performance.
These examples are part of a broader effort to ensure that every recurring rhythm we have – across Sales, CS, Marketing, and RevOps – contributes directly to long-term revenue quality and predictability.
Martin Illman
VP Global Revenue Operations
Supermetrics
From Reporting to AI-Driven Process Orchestration
RevOps systems will automatically execute actions—like dynamic deal qualification, personalized engagement sequencing, and smart lead routing—based on AI triggers, creating a “self-driving” engine focused on boosting GTM team efficiency and pipeline velocity at the top of the funnel. Supermetrics is preparing by piloting machine learning models that instantly qualify leads and execute personalized engagement sequences in the sales tech stack, automating the workflow.
True End-to-End Customer Journey Ownership
AI enables RevOps to achieve true End-to-End Customer Journey Ownership by generating a unified, dynamic health score and using intelligent orchestration to automate flawless handoffs. The system uses NLP to proactively detect and eliminate customer friction, ensuring a seamless experience that maximizes retention and expansion across the full lifecycle. Supermetrics is tackling this by consolidating all Sales, Marketing, and CS data into a unified model to create one standardized, real-time Customer Health Score that drives cross-functional, automated action playbooks.
Activating Data Governance as a Revenue Engine
Facing pressure from AI needs and compliance, Data Governance is shifting from a compliance cost to a revenue-critical discipline owned by RevOps, as poor data quality directly harms AI models and forecasting accuracy. Supermetrics is implementing a formal Data Stewardship Program to audit GTM data quality in real-time, focusing on standardized metric definitions and their ownership. We are also making our customers’ marketing data “AI-ready” for them.
Matt Taylor
SVP, Global Revenue Operations
Celonis
Some thoughts on what will become more important in the next 18 months – cleaning up the tech stack, really focusing on what sales needs, and truly being the air traffic controller for how the go-to-market works, and what it focuses on.
It’s time to clean up your tech stack. You know the problem: dozens of browser tabs, systems that don’t connect, and leadership wondering why an expensive platform barely gets used. Instead of buying massive all-in-one platforms that do everything badly, we’re choosing specialized tools that actually work together. Get rid of anything that’s not delivering value. Done right, you can cut costs by 30% and improve how work gets done. Just don’t move so fast that you create a mess of disconnected systems.
We need to build tools around how sellers actually work. For too long, RevOps has created systems that worked for us but made life harder for reps. The shift is simple: figure out what salespeople actually need in their day-to-day. That means less time on busywork, tools that fit into their workflow, and automation that just works. This can free up 20% of their time. But we still need some structure—not every request from the field makes sense.
RevOps needs to help teams prioritize. With complex deals involving multiple stakeholders and long sales cycles, reps are overwhelmed. They need clarity: which deals matter most? What should I focus on today? RevOps should move beyond just tracking numbers to actually guiding strategy. Imagine if every seller started their day knowing exactly what their top priorities were. The risk is being too prescriptive and taking away the judgment that makes good sellers great.
What’s our north star? Ops should drive growth, not just report on it. We need to balance trying new things with what actually works, always asking: Does this help us sell more?
Melissa Coleman
VP, Revenue Operations
nShift
Review AI capabilities in your tech stack; all your tools now come with AI. Ensure you have a cohesive strategy around how you use them and what impact they have on productivity and efficiency.
Focus on the value prop, as pricing pressure and Customer tool consolidation become a priority, product stickiness is as important as ever. Evaluate and enable your position in line with how the market is shaping in your verticals.
Revenue predictability, baseline accuracy, market sizing, share of wallet, retention & growth are all key principles and measures for the next 12-18 months.
Shantanu Shekhar
Revenue Operations leader
Personio
AI-powered GTM will take centre-stage in terms of how we operate the tech stack and all of our processes around the customer lifecycle. It will give a real boost to seller productivity, both across new and existing business teams.
How I am preparing: Set up two members of my team to look at “AI RevOps / Productivity” and their remit is to ship 2-3 new AI improvements every quarter on how we operate.
Unstructured data is the new structured data. Gone are the days of digging for gold from the mass of CRM entries by reps, and most importantly is getting insight from conversations.
How I am preparing: We have gone all-in on the Gong platform as our “Revenue OS” where conversational data feeds into all of our revenue analytics and forecasting.
RevOps leaders already have a seat at the table in most growth-oriented companies. The next opportunity is to lead customer-facing teams themselves as future CROs.
How I am preparing: Spend time on the customer and people side, as much as possible. Not natural to our role, but complements our technical skills.
Tim Hurst
VP RevOps
Funnel
RevOps will continue to become more technical
With AI for GTM growing in capability by the day, RevOps teams that can learn, understand, and integrate this technology will deliver the best results. I predict more tasks will be handled by agents, letting frontline teams spend more high-value time directly with customers and prospects.
These agentic solutions require integration, development, and orchestration, meaning RevOps teams must upskill. At Funnel, we run AI hackathons, block self-development time, and test new AI solutions. For every new project, we ask, “How could AI help solve this?”.
RevOps will continue to grow as a strategic function
GTM is becoming more complex, making it harder for leaders to stay on top of what is happening in their teams. RevOps teams understand GTM as a system and can best find the optimisations, bottlenecks, and risks, with data to back them up. This gives RevOps a unique understanding that’s critical to making good strategic decisions and delivering on them. SaaS companies that collaborate with RevOps on GTM strategy will make informed decisions, leading to better results.
At Funnel, we work closely with our COO, CCO, and GTM leaders to share insights, make recommendations, and advise on strategy and planning.
RevOps will be expected to do even more with even less
RevOps is a strategic investment for a SaaS business, unfortunately, we are not a direct revenue-generating function, so headcount growth can be limited, especially in difficult market conditions. Most tools on the market deliver GTM efficiency, not RevOps efficiency, so we can’t turn to pre-built solutions. Further, with growing AI adoption in GTM, RevOps’ job becomes more complex too!
It is important to ruthlessly prioritise to ensure that the highest impact work is done. We implemented a 6-week project cadence to ensure we can scope projects tightly and deliver frequently. We aim to track the results of our work and to provide visibility of work we have to say “not yet” to.
