Azim Mitha

The RevOps team is structured to operate as a strategic function to bridge the gap between sales, marketing and customer success teams. Within APAC, the RevOps team is structured by various countries within which HubSpot operates (for eg, there is a RevOps team for Japan), to build relevant expertise & in-depth knowledge of the micro & macro drivers of each country to drive impact. This APAC RevOps team structure follows the same structure as how other teams in APAC are structured. Underpinning this structure is strong collaboration within the local & global RevOps team to share best practices and build a culture of learning from each other. By optimizing strategy, operations and processes, the success of RevOps team is measured through the role played in accelerating revenue growth (relative to planned revenue growth) and consequently growing % revenue contribution of APAC business to the global HubSpot business. Please feel free to reach out to me directly via LinkedIn message if you would like to discuss this further.

Alignment of internal stakeholders for a specific project/initiative is important to ensure that everyone is working towards the same objectives & goals. Here are a few ways I drive stakeholder alignment: * Define what are you solving for (ie. what are the goals & objectives of a specific initiative). Ensure that your stakeholders understand the goals & objectives, and what success looks like. * Identify the role of each stakeholder in the project/initiative, and align on the roles & responsibilities with each stakeholder. Explain how the contribution of each stakeholder ladders up to the overall project/initiative goals & objectives. This will help to remove confusion or friction. * Align with each stakeholder on timelines and deliverables. * Develop a clear project plan that outlines key deliverables, timelines, and scope. Conduct proactive & regular communication with all stakeholders to ensure everyone is on the same page about progress on key workstreams. * Regularly meet with each of the key stakeholders to understand their feedback, what blockers & challenges are they facing, and what actions you will take as the next steps based on the feedback shared. * Foster collaboration among stakeholders (for eg, using a shared project workspace). The above are steps that I take when aligning internal stakeholders. Please feel free to reach out to me directly via LinkedIn message if you would like to discuss this further.

Improving a historically tense relationship between functions requires a deliberate effort and a willingness to work collaboratively towards a common goal. The first item that I like to spend time on is understanding the root causes of the tense relationship (which could have stemmed from miscommunication, conflict of goals/objectives, lack of trust etc). Once there is clarity on the root causes, here are some things I think about in rebuilding the relationship: * Have open and honest communication between the parties involved, and make sure that everyone feels heard and understood. * Tensions can arise because each function may have different goals and priorities. Finding a common ground and fostering a shared sense of purpose. * Tensions can also arise when there is ambiguity around roles and responsibilities. Establishing clear expectations for each function, and making sure that everyone understands their role in the overall process. * When functions compete with each other, tensions can quickly escalate. Instead, I focus on collaboration and finding ways to work together. * Celebrating wins (small or big) of each other teams/functions to build a positive culture. Please feel free to reach out to me directly via LinkedIn message if you would like to discuss this further. 

To build effective relationships (and partnerships), I am a huge believer in a framework called the "Trust Equation". The Trust Equation outlines the elements that contribute to building trust in a relationship. The Trust Equation framework is: Trust = (Credibility + Reliability + Intimacy) / Self-orientation Credibility + Reliability + Intimacy ==> Increases trust Self-orientation ==> Reduces trust The above items mean the following: 1. Credibility is the perception of competence, expertise, and knowledge that others have of you. When you demonstrate a strong understanding of your field and deliver high-quality work, it will increase your credibility as an individual (and improve the trust that others have in you). 2. Reliability is about being dependable and trustworthy in your actions. For eg, delivering work on agreed-upon deadlines, and being proactive in your communication on projects/deliverables. When people see you as reliable, their trust in you increases. 3. Intimacy is an emotional connection (ie. active listening, empathy, and understanding), and operating with honesty & openness. When you create a space for others to feel comfortable, it will help to increase trust. 4. No one likes individuals who push their self-agenda forward or prioritize their self-interest. If you are primarily focused on your own goals and objectives, it can be difficult to build trust with others. On the other hand, if you are genuinely interested in helping others succeed, it can be easier to build strong relationships. By being aware of the above, this has helped me build strong partnerships with various functions, or to work through situations / relationships where there has been tension. Building trust takes time and effort, but the rewards of strong relationships and partnerships are well worth it. Please feel free to reach out to me directly via LinkedIn message if you would like to discuss this further.

Here are some of the habits to cultivate when working with C-Suite: * Work to understand and align your initiatives with the overarching strategic priorities and objectives of the C-Suite. This ensures that your efforts are contributing directly to the company's most important goals and vision. * Demonstrate strong communication skills to articulate your ideas, proposals, and findings clearly and concisely. The ability to convey complex information in an understandable manner is highly valued by the C-Suite. * Adaptability is crucial. Be ready to adjust your strategies and priorities to align with shifting C-Suite directives and changing market conditions. * Leverage data and analytics to provide valuable insights and support your recommendations. Show how data informs your decision-making process, making it more credible and impactful. * Keep a laser focus on delivering tangible results. Demonstrate how your efforts contribute to KPIs that matter to the C-Suite. * Cultivate strong and authentic relationships with C-Suite. Networking and building trust can open doors to valuable insights, mentorship, and opportunities to collaborate on strategic initiatives.

Firstly, it's important to know what your role is in such situations. Typically, in such situations, your role is to facilitate the alignment process, maintain a neutral stance, and act in the best interests of the organization. By creating an envirionment which encourages open communication, seeking common ground, and using data-driven recommendations, you can help two senior executives work together to reach a consensus on the proposed strategy. * Understand their point of view: First, make sure you really understand what each executive thinks. Talk to them separately and ask questions to fully grasp their ideas. Find things they both agree on, even if they disagree about the strategy. This can help build a starting point for agreement. * Bring the two senior stakeholders together in a meeting: Arrange a meeting where they can discuss their thoughts openly. You might need to guide the conversation and make sure it stays respectful. * Use data driven approach to your proposed strategy: The strategy that you are proposing should be based on facts, data, and research. Objective information can help them see what's best for the company. * Stick to the Company goals: Remind them that we are working towards company's main goals. The objective is to make decisions that help the company, not just one person. Explain how their disagreement could impact the company. * Take into consideration their feedback: Your strategy may have missed certain aspects which the senior stakeholders are concered about. Take that into consideration and adjust your proposed strategy if needed. * Escalate if necessary: If nothing else works, consider doing a clean escalation to higher management. This should be the last resort to avoid a complete standstill.

Remember that building exposure to the C-Suite takes time and consistent effort. It's about demonstrating your value to the organization and positioning yourself as a trusted advisor. Gaining exposure to C-Suite early in your career can be beneficial for your learning, career development, & understanding of how senior leaders operate / make decisions. Here are a few ways to consider: * Align your initiatives or projects with C-Suite's strategic priorities and goals. Demonstrate that your work closely aligns with company's success. * Use data to your advantage. Leverage data & analytics to provide actionable insights, solutions & recommendations which will influence key business metrics. * Collaborate closely with other departments. When you collaborate effectively across the organization, it often leads to opportunities for interaction with C-Suite members. * Request to participate in strategic meetings or discussions where RevOps insights can be valuable. Don't hold yourself back from sharing your expertise and solutions - your voice matters! * If possible, seek mentorship or guidance from a member of the C-Suite or a senior executive. They can provide valuable insights and introduce you to relevant opportunities. * Show leadership within your RevOps team. When you lead effectively, it's more likely that your contributions will be noticed and appreciated at higher levels.

Influencing C-suite to get more resources requires a strategic approach and effective communication. Here are a few items which you should consider: * Will these additional resources help with achieving your organisation's current goals? Show how your resource request aligns with the company's strategic objectives. * Make it clear how the extra resources will help the organization (eg, driving more cost savings, enabling incremental revenue growth, or unlocking higher efficiency). * Present your case in a clear, concise, and persuasive manner. * Show that you're not alone in this - Share endorsements or support from key stakeholders. * Be open to negotiation and compromise (such as a phased implementation for additional resources). * Acknowledge potential risks or challenges associated with the resource allocation and provide clear plans for mitigating them. This demonstrates that you've thoroughly considered the implications. * Choose the right moment to present your request. Make sure the organization is ready to allocate resources. * Sometimes, it takes time to convince the C-Suite. Be patient, but also be ready to adapt.