88% of top B2B professionals say that RevOps technology enables the customer buyer journey, but do you really know where RevOps fits in your GTM strategy?
Ask five people in your organization, and you might get five different answers! That’s not because RevOps is vague – it’s because it’s evolving faster than most companies can keep up with.
According to new research on The State of RevOps and RevTech in GTM, the RevOps function is on the rise, but unevenly. While 72% of GTM professionals view RevOps as a strategic revenue driver, nearly 40% of organizations still haven’t built a formal RevOps team.
It’s a telling contradiction: RevOps is seen as critical, but often remains undefined, underfunded, or siloed. Adoption is clearly accelerating, but maturity is lagging behind. Let’s study some key insights from the research for a deeper understanding of this issue and possible solutions.
From attribution modeling to tech stack orchestration, ops pros are increasingly tasked with stitching together GTM execution. However, many RevOps functions still operate without strategic clarity or executive visibility despite their impact.
That’s what led us at MarketingOps.com to launch this research.
In partnership with Demand Metric, we surveyed over 250 B2B professionals across revenue, marketing, and operations teams to understand how RevOps is structured, resourced, and perceived.
We also looked at the role of technology, i.e. RevTech, and whether it’s actually helping these teams scale revenue efficiently.
We found that RevOps is gaining influence, but often lacks the internal alignment and infrastructure to match the expectations placed on it.
Revenue Operations has moved past early adoption and is now scaling rapidly across organizations. Among companies that have built a RevOps function, nearly 60% said it’s been formalized within the last three years. That level of growth signals a shift in how organizations view operational alignment, but it also comes with growing pains.
Despite its strategic potential, RevOps is still fighting for organizational footing. Many of the companies that don’t have a dedicated RevOps team point to resource limitations. In fact, 28% of respondents without a RevOps team cited budget constraints, while another 25% blamed internal politics for the delay.
Even where RevOps does exist, confusion around ownership persists. There’s no consensus on who it should report to, what its mandate should include, or how much control it should have over tools and data.
Put simply: RevOps is no longer optional, but that doesn’t mean it’s fully understood or fully empowered.
Here’s where things get even more interesting. Most professionals believe RevOps is, or should be, a strategic function. However, that belief doesn’t always extend across the organizational chart.
According to internal findings, 72% of those surveyed consider RevOps a key contributor to revenue growth. But when asked how they think their own organizations perceive the function, that number drops to just 45%. That’s a 27-point perception gap, one that reveals how often RevOps operates in the background, solving systemic problems without recognition or influence at the decision-making table.
Part of this mismatch arises from the blended structure of RevOps. It’s part strategist, part technician, part facilitator. That blend can be hard to categorize, especially in organizations that still see ops as executional support. But the reality is most GTM functions struggle to scale efficiently or align meaningfully without RevOps.
Even in companies that recognize its value, RevOps is often held back by fragmented reporting structures, unclear mandates, or a lack of ownership.
Only a minority of respondents said their RevOps team has direct control over its own budget or tools. In many organizations, RevOps reports into sales or marketing but not always with the authority to influence those functions strategically. And when asked who RevOps should report to, the responses varied widely, from CRO to COO to CFO, highlighting just how unsettled the design still is.
For companies without RevOps, the barriers are even clearer: it’s not a matter of need, but of resources and internal alignment. Very few respondents said they don’t want RevOps, and most of them simply haven’t been able to make the case for investing in it.
Until those internal blockers are addressed, RevOps will remain stuck in a cycle: acknowledged as important, but limited in impact.
Despite the noise, the companies that are investing in RevOps are starting to see real returns. Especially among orgs that have had RevOps for more than three years, the function is beginning to take root as a central, cross-functional driver of GTM execution.
These more mature teams are more likely to:
They’re also significantly more likely to report that their RevOps tech stack contributes directly to revenue growth. In fact, in organizations where RevOps has been established longer, the percentage of respondents who said their tech stack directly supports revenue growth jumps from 35% to 63%.
That’s not just a maturity signal. It’s proof that when RevOps is resourced and aligned correctly, it delivers tangible impact.
The message is clear: RevOps isn’t a future-state concept. It’s already reshaping how GTM teams align and scale. However, this research shows that the gap between intent and execution is still wide.
Here’s what to take away from this study summary:
If your RevOps function is underfunded, underdefined, or underappreciated, you’re not alone. But you’re also leaving a lot of revenue potential on the table!
The organizations winning with RevOps are the ones treating it like an essential GTM function and not an operational patch. It begins with clear priorities, coordinated efforts, and proper backing. In the next blog on this research, we will look more closely at the role of your tech stack for effective RevOps.
This blog is just the beginning. The full 2025 State of RevOps and RevTech in GTM report includes deep insights on team structure, tech stack performance, AI adoption, and cross-functional alignment, plus the benchmarks your leadership team is probably asking for.
To access the full report, become a MarketingOps.com Pro or Pro+ member and unlock a suite of resources built specifically for RevOps and MOps professionals.
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