How do revenue operations key stakeholders from other departments change as your company grows?

Short version, RevOps stakeholders evolve as a company grows.  

• Single stakeholder or a handful of direct connections with department heads
• Diversification as stakeholder needs become more dependent on cross-functional efforts, coupled with expansion of RevOps functions
• Fully centralized with hub-spoke relationships across the entire business
• Specialization to support sophistication at scale

This is a function both of the size of the organization and the size of the RevOps team itself. The partnerships go deeper, not just broader.

• When GTM functions first start establishing "operations" roles, they are usually dedicated, single stakeholder teams. For example, the first sales ops analyst will likely report directly into Sales, and the first marketing ops manager will report directly into marketing. Due to the size of the organization, these roles will need to work closely with other fairly small teams. They will work directly with (sometimes a few, if not only one) major stakeholder in Finance, PDE, and GTM.
• As each pillar of the business expands, the operational needs and dependency on other units grows as well. Sales, Marketing, and CS will all start to have increasingly complicated needs as their functions become more thoughtful, proactive and far reaching. This fosters a variety of interconnected initiatives. This is compounded when we account for the maturity at scale of Finance, Product and Engineering.  
• Inevitably, operations roles will (and should) be consolidated into a central operations team. What started as a mini-web of 3 pixel bolded connected lines evolved into a more refined and structured hub-spoke model. There is now multiple points of contact with multiple stakeholders across every facet of the business.  
• Then, as the organization reaches major enterprise scale, the ability to maintain this complex network yields diminishing returns. At this point, we see organizations evolve structure of the hub-spoke model into clearly defined specialized lanes where roles and responsibilities reflective of their partners. The knowledge required to be an effective partner requires the capacity to invest the time to be an expert on the breath and depth of now very sophisticated and deep business functions.