The RevOps Hero Podcast

Can the same ABM playbook that wins new enterprise logos also grow the customers you already have? Ada Tsang set out to answer that question while building customer ABM at Demandbase, and the pilot worked well enough to scale.
In this episode, Ada walks through how she built that program from the ground up, covering the research, the systems work, the campaigns, and how she measured results on deals that take six months to two years to close.
We cover:
What makes enterprise ABM different, from deal size and cycle length to buying committees spread across global teams
How stakeholder interviews and win-loss data revealed a content gap for enterprise buyers
Why marketing and sales need to be working off the same accounts in the same systems before a single campaign launches
The Salesforce fields, dashboards, and biannual account review that kept the program on track
How to layer brand, target ICP, 1:many, 1:few, and 1:1 campaigns
What sales enablement looks like when you’re supporting multi-million dollar deals
The engagement, pipeline, partnership, and product feedback metrics Ada uses to measure success
How to decide if your company is ready for an ABM pilot, and how to size one

Revenue attribution is where go-to-market teams go to war. When marketing, sales, and partners are all measured on the same opportunity source, only one team can win any given deal, and the other two walk away frustrated. The result: expensive pipeline calls that turn into line-by-line credit disputes, sandbagged opportunities, and reps waiting out the clock to claim a deal.
In this episode, Chris sits down with George Samaras, who leads marketing operations at Ataccama, to unpack how to fix cross-team attribution. Not with a better tool, but with a better system.
George shares how he replaced a zero-sum, first-touch model with parallel measurement, where marketing operates as an overlay while sales and partners are credited on their own metrics, so every team can get credit on the same deal and actually row in the same direction. He gets tactical on the infrastructure behind it (universal HubSpot forms, UTM tracking, Salesforce parent-child campaigns), how he used historical data to set pipeline baselines each team is held to, and why he backfilled a year of campaign data to make it work.
We also dig into:
Why attribution conflict is almost always a people and political problem, not a measurement one
How to get executive sponsorship, and why you shouldn't start a project like this without it
Finding the line between granular enough and overly complex
The real answer to "should I just buy an attribution tool?"

If you've ever sat on a pipeline call watching three teams fight over the same dollar, this one's for you.

Connect Claude to your CRM, start asking questions, trust the answers — that's how most teams begin with AI. The problem: your agent has all your data and none of the context behind it. It doesn't know why a field exists or which one to trust, so it hands you a confident answer built on the wrong foundation.
Ronnie Duke joins Chris Strom to break down the context problem behind AI agents and what it takes to fix it. Plugging in a tool, Ronnie explains, is like giving a new hire every login on day one and walking away. The logins aren't the hard part. The tribal knowledge is.
In this episode:
Why "just connect it and ask" breaks down — and the hidden cost of confident-but-wrong answers
The layers of context agents need: structural docs, repeatable process docs, and data dictionaries (including the backstory behind why things were set up the way they were)
Where to store shared context so it's not trapped in one person's private chat history
Keeping documentation current with governance and self-healing workflows
The real answer to "am I training my replacement?"

Whether you just signed up for Claude or you've been token-maxing for six months and your CFO wants answers, this one's a map for where to go next.

In this episode, Chris Strom sits down with James Jackson, VP of Revenue Operations at Canva, to discuss how companies should approach sales compensation planning.
James shares lessons from his experience leading RevOps and go-to-market strategy at companies like Microsoft, Cisco Meraki, DocuSign, Snowflake, and now Canva. The conversation covers how compensation plans should reflect company strategy, how different sales roles' comp plans should be structured, and how RevOps leaders can manage comp planning across sales, finance, and leadership.
They also discuss common comp plan mistakes, when to make mid-year adjustments, and how to align incentives across account executives, BDRs, and customer success teams.
If you work in RevOps, sales operations, or go-to-market leadership, this episode provides a practical look at how compensation planning works inside high-growth companies.
Topics covered:
How sales compensation should reflect company strategy
Structuring comp plans for AEs, BDRs, and CSMs
Quota design and attainment expectations
Aligning sales, finance, and RevOps on comp planning
What to do if you need to adjust comp plans mid-year
Using SPIFFs vs. redesigning comp plans
Lessons from companies going through different growth velocities
Subscribe for more conversations on revenue operations, go-to-market strategy, and scaling sales teams.

What does it actually take to merge the go-to-market operations of three very different companies?
In this episode of The RevOps Hero Podcast, Chris Strom sits down with Emily Critchfield, VP of Revenue Operations at Superhuman, to talk through how her team is bringing together the GTM engines of Grammarly, Coda, and Superhuman into a single, unified company.
Emily shares how Superhuman is approaching post-acquisition RevOps in practice: merging systems and teams, deciding when to sell separately vs. co-sell, aligning sales motions, redefining account ownership, and building repeatable playbooks for future integrations. She also shares how they use Coda internally to run their “RevOps Mission Control” for their go-to-market team.
If you’re responsible for RevOps, sales operations, or GTM strategy at a growing company—especially one navigating mergers or multiple products—this episode offers a rare, honest look at what works, what’s hard, and how to think about integration the right way.
Topics covered:
Merging GTM systems and teams after multiple acquisitions
Account ownership and sales team structure decisions
Building forecasting and RevOps “mission control” systems using Coda
Building repeatable playbooks for future M&A
Reducing friction for your sales team during change
Subscribe for more conversations with RevOps leaders building scalable, powerful revenue teams.