Guest
Sandip Patil,
Senior VP of RevOps at Global Payments Inc.
"Revenue Architect Podcast"
Episode 9
Revenue Architect is the podcast for revenue leaders navigating the evolving landscape of sales, RevOps, and revenue management. Each episode dives into practical strategies, proven frameworks, and real stories from operators who are building and scaling modern revenue engines.
In this episode of the Revenue Architects Podcast, we sit down with Sandip Patil, Senior Vice President of Revenue Operations at Global Payments, to explore how modern revenue leaders can design, optimize, and scale revenue operations for predictable growth. Sandip shares his deep expertise from leading RevOps across multiple industries, offering actionable insights on unifying teams, measuring performance, and leveraging technology effectively.
Key Takeaways:
- How to structure revenue operations around four core pillars: analytics, go-to-market operations, enablement, and technology.
- The importance of one-page charters for every RevOps function to define purpose, priorities, KPIs, and success measures.
- Why enablement is a revenue driver, not just a training function, and how to elevate it to a seat at the table.
- Strategies for rationalizing your go-to-market technology stack in an AI-driven world.
- How to measure and improve performance across sales teams, tools, and processes for predictable revenue.
- Advice for RevOps leaders balancing analytics, execution, relationships, and transformation in complex, growing organizations.
If you’re looking to move beyond silos, align your teams, and bring predictability to your revenue, this episode is packed with insights you can apply immediately.
The Revenue Architect Podcast Episode 9: Show Notes
Building Revenue Operations That Drive Predictable Growth: Lessons from Sandip Patil, SVP of RevOps at Global Payments
Revenue operations has become one of the most critical functions in modern organizations—but building a RevOps engine that actually works is easier said than done. Too often, companies have fragmented teams, scattered data, and unclear accountability. Executives ask, “Who really owns revenue?”—and no one has a clear answer.
In a recent episode of the Revenue Architects Podcast, we spoke with Sandip Patil, Senior Vice President of Revenue Operations at Global Payments, about how he’s approached these challenges, creating a RevOps framework that unifies analytics, operations, enablement, and technology to drive growth.
Here’s what revenue leaders can learn from Sandip’s experience.
Why Revenue Operations Needs a Unified Framework
Sandip’s journey into revenue operations wasn’t planned. It evolved over 15 years across roles in consulting, sales operations, and strategic leadership at companies like HP and Global Payments.
One lesson stood out: revenue isn’t just a sales problem—it’s everyone’s responsibility.
To bring clarity and predictability to revenue, Sandip developed a framework built around four core pillars:
- Sales Insights & Analytics: Track pipeline health, conversion rates, deal velocity, and revenue leakage. Analytics provide the visibility leaders need to make informed decisions.
- Go-to-Market Operations & Transformation: From frontline sellers to strategic projects, operations ensures the organization can execute consistently while balancing day-to-day tasks with growth initiatives.
- Sales Enablement: More than training, enablement equips sellers with the tools, guidance, and coaching they need to translate strategy into results.
- Go-to-Market Technology: In an AI-driven world, the right technology connects analytics, operations, and enablement, while avoiding tool sprawl and inefficiency.
According to Sandip, integrating enablement within RevOps ensures that strategies actually reach the people executing them, creating alignment across the organization.
Metrics That Matter
One of the biggest challenges in RevOps is clarity. Teams often report different metrics, leaving leadership uncertain about progress. Sandip recommends starting with a simple one-page charter for every team, clearly defining:
- Why the team exists
- Priorities and KPIs
- How success ties to revenue, cost efficiency, or operational effectiveness
For example, sales analytics shouldn’t just report what happened yesterday—they should act as “business telemetry,” helping predict revenue tomorrow.
Enablement metrics go beyond counting trainings:
- Revenue growth by sales segment or product
- Ramp time and first deals for new hires
- Adoption and impact of sales methodologies
- Correlation between enablement engagement and seller performance
These metrics ensure that every pillar contributes to predictable, measurable revenue outcomes.
Making Go-to-Market Operations Work at Scale
As companies grow, especially through acquisitions, go-to-market operations can become a catch-all for everything operational. Sandip emphasizes the importance of role clarity:
- Support frontline sellers: Identify where reps get stuck and provide structured paths for assistance.
- Manage change effectively: Document and communicate the impact of new tools, processes, or integrations.
- Balance priorities: Divide work into “keep-the-lights-on,” growth initiatives, and future-focused transformation.
By deliberately allocating time across these areas—often a 40/40/20 or 30/30/40 split—operations teams move from reactive execution to strategic partnership with sales leaders.
Elevating Enablement From Optional to Essential
Enablement often gets overlooked—until budgets tighten. Sandip explains that its role is critical, especially during product launches. The key is to shift mindsets internally and externally:
- Internally: Enablement isn’t just teaching sellers how to sell—they’re embedded in revenue execution, providing coaching, guidance, and process discipline.
- Externally: Leaders must see enablement as essential to growth. Plotting sales attainment often reveals that top performers engage consistently with enablement, while the “healthy middle” can be moved upward with targeted support.
The result? Enablement earns a seat at the table, involved early in product launches and strategy execution.
Rationalizing the Technology Stack
Sandip calls the typical tech stack a “zoo.” Too many tools, overlapping features, personal biases—it’s a recipe for inefficiency.
His approach to rationalization is methodical:
- Start with first principles: Why does each tool exist, and is that still relevant?
- Map tools against the end-to-end customer journey to identify gaps or redundancies.
- Define the ideal business process first, then select tools that best support it.
- Evaluate for integration and interoperability. A tool that works in isolation isn’t enough.
- Remove bias: Leaders should make decisions based on criteria and evidence, not personal preference.
The goal: fewer tools, smarter investments, and an AI-enabled stack that scales with business needs.
Advice for Revenue Leaders
Sandip leaves revenue leaders with three guiding principles:
- Revenue operations is humbling: Balance strategy, execution, and stakeholder management, and accept that no day is ever fully under control.
- Execution and relationships matter equally: Analytical skill alone isn’t enough—relationships drive alignment and adoption.
- Embrace AI and think bigger: The right tools, data, and frameworks allow RevOps leaders to scale impact 10x or 100x.
The Bottom Line
Building a high-performing revenue operations function requires more than data, tools, or processes—it requires alignment across analytics, operations, enablement, and technology, a clear measurement framework, and a culture that prioritizes execution. Sandip Patil’s four-pillar framework offers a roadmap for revenue leaders looking to unify their teams, streamline execution, and drive predictable growth.
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