OPERATING PRINCIPLES
Design the operating system before optimizing the tools.
Technology can accelerate a strong operating model or magnify a weak one.
These six principles guide how I connect strategy, ownership, customer flow, context, governance and change - so systems remain useful as organizations evolve.
THE SIX PRINCIPLES
A useful operating system connects decisions across the whole business.
A useful operating system connects decisions across the whole business.
01
Strategy
Start with the choices the business is making.
Start with the choices the business is making.
A system cannot resolve strategic ambiguity; it can only make the consequences of that ambiguity move faster. Technology, process and reporting should reinforce a clear commercial direction.
A system cannot resolve strategic ambiguity; it can only make the consequences of that ambiguity move faster. Technology, process and reporting should reinforce a clear commercial direction.
02
Operating Model
Define how the organization works before configuring the workflow.
Define how the organization works before configuring the workflow.
Clear ownership, decision rights, accountability and working relationships should exist before they are translated into systems. Otherwise, technology formalizes ambiguity rather than resolving it.
Clear ownership, decision rights, accountability and working relationships should exist before they are translated into systems. Otherwise, technology formalizes ambiguity rather than resolving it.
03
Customer Journey
Design around how value moves for the customer.
Design around how value moves for the customer.
The customer journey crosses functions, tools and internal boundaries. Operating systems should support that end-to-end movement rather than reproduce the organization chart inside the customer experience.
The customer journey crosses functions, tools and internal boundaries. Operating systems should support that end-to-end movement rather than reproduce the organization chart inside the customer experience.
04
Context
Move the understanding, not only the work.
Move the understanding, not only the work.
A task, status or record rarely contains everything the next person needs. Strong handoffs preserve the reasoning, constraints, history and customer context required to make the next decision well.
A task, status or record rarely contains everything the next person needs. Strong handoffs preserve the reasoning, constraints, history and customer context required to make the next decision well.
05
Governance
Make good decisions repeatable.
Make good decisions repeatable.
Standards, stewardship and escalation paths should be part of the operating rhythm, not periodic cleanup exercises. Governance creates consistency without requiring every decision to be centralized.
Standards, stewardship and escalation paths should be part of the operating rhythm, not periodic cleanup exercises. Governance creates consistency without requiring every decision to be centralized.
06
Design for Change
Build systems that can evolve without constant reconstruction.
Build systems that can evolve without constant reconstruction.
Products, teams, channels and priorities will change. Rules, data structures and processes should absorb that change while preserving clarity, control and the integrity of the customer journey.
Products, teams, channels and priorities will change. Rules, data structures and processes should absorb that change while preserving clarity, control and the integrity of the customer journey.
FRAMEWORK
Principles explain how I think.
ROMA makes that thinking usable.
Principles explain how I think.
ROMA makes that thinking usable.
The Revenue Operations Maturity Assessment translates these principles into a structured diagnosis across ownership, process, data, systems and reporting.
The Revenue Operations Maturity Assessment translates these principles into a structured diagnosis across ownership, process, data, systems and reporting.
REVENUE OPERATING SYSTEMS
Start with the operating problem.
If something here connects with a challenge you are working through, I am always open to thoughtful conversations about Revenue Operating Systems, organizational design, AI, frameworks or potential collaboration.
REVENUE OPERATING SYSTEMS
Start with the operating problem.
If something here connects with a challenge you are working through, I am always open to thoughtful conversations about Revenue Operating Systems, organizational design, AI, frameworks or potential collaboration.
REVENUE OPERATING SYSTEMS
Start with the operating problem.
If something here connects with a challenge you are working through, I am always open to thoughtful conversations about Revenue Operating Systems, organizational design, AI, frameworks or potential collaboration.