# Six-layer RevOps planning worksheet

Andrew Kurau · Material Impact Group

Turn one customer or revenue problem into an operating brief. Define the decision before selecting a tool.

Source: https://materialimpactgroup.com/revenue-operations-framework/

Initiative or system: 
Accountable owner: 
Review date: 

## Strategy & Economics

Which segment and outcome matter? What costs and economic guardrails apply?

Your response:

Illustrative example: Strong-fit team accounts. Test whether assistance increases 45-day paid conversion enough to cover its delivery cost. Finance agrees the minimum worthwhile gross-profit improvement before launch.

## Customer Lifecycle

What customer progress are you trying to improve? What are the entry and exit events?

Your response:

Illustrative example: Activated trial account → relevant assistance or self-service → paid account. Preserve the independent purchase path.

## Process & Ownership

Who drives the work, who makes the decision, and who contributes? What is the exception path?

Your response:

Illustrative example: RevOps drives; the revenue leader approves. Product, Engineering, Sales, and Finance contribute. Existing owners receive the signal; disputed identity goes to manual review.

## Data & Measurement

Define the unit, cohort, formula, window, baseline, source, and exclusions.

Your response:

Illustrative example: One account. Freeze eligibility before assignment. Measure 45-day paid conversion plus assistance cost, opt-out, support burden, and 90-day retention.

## Systems & Automation

What minimum workflow is needed? Who monitors failures and can recover it?

Your response:

Illustrative example: Write a reason-coded signal to CRM once per account. Monitor routing failures daily. A named operator handles the exception queue.

## Product & Engineering Feedback

Which product evidence and technical dependencies require a decision? Who owns that decision?

Your response:

Illustrative example: Weekly review of onboarding friction and package-boundary evidence. Product owns experience changes; Engineering owns instrumentation and technical delivery.

## Before you act

- [ ] Name one accountable owner and an evaluation date.
- [ ] Check that each metric has a source and a complete observation window.
- [ ] Confirm Product and Engineering ownership rather than assigning their decisions to RevOps.
- [ ] Decide in advance what would justify scaling, revising, or stopping.

## Decision and next action