# RevOps team charter and first-hire brief

Andrew Kurau · Material Impact Group

Define the work and authority before choosing an org chart or title. This is a planning template, not a staffing-ratio benchmark.

Source: https://materialimpactgroup.com/revenue-operations-team-structure/

Initiative or system: 
Accountable owner: 
Review date: 

## Business outcome and sponsor

Which outcome does the team support, and who can resolve cross-functional priorities?

Your response:

Illustrative example: Improve qualified-account handoffs and forecast reliability. CRO sponsors the charter and resolves priority conflicts.

## Owned decisions and deliverables

What does RevOps own? Identify the accountable role for each recurring decision.

Your response:

Illustrative example: RevOps leader owns routing policy and forecast process; Sales leader owns follow-up and opportunity evidence; CRO owns forecast commitment.

## Boundaries and interfaces

Which decisions remain in Marketing, Sales, CS, Product, Engineering, or Finance?

Your response:

Illustrative example: Product owns roadmap. Engineering owns instrumentation and reliability. Finance owns financial definitions and actuals. Functional leaders own customer execution.

## Workload and capability gap

What recurring work consumes time? What can stop? What capability is truly missing?

Your response:

Illustrative example: Log run, repair, improve, and build work for four to six weeks. Remove duplicate reports. Hire systems depth if critical integration work still blocks the roadmap.

## First hire and success evidence

What will this role deliver, with which skills and decision rights?

Your response:

Illustrative example: Example systems specialist: stabilize critical routing integration, document recovery, and reduce recurring failures. Evaluate implementation and stakeholder skills, not tool certifications alone.

## Capacity and review

What is protected roadmap capacity? What gets deferred when urgent work enters?

Your response:

Illustrative example: Publish the priority list and support load. Sponsor reviews tradeoffs monthly. Measure reliability, adoption, and the customer or business outcome separately.

## Before you act

- [ ] Do not confuse a revenue organization with the RevOps team inside it.
- [ ] Every shared decision has one accountable owner.
- [ ] A specialist has a business owner and implementation capacity.
- [ ] The charter states what RevOps will not own.

## Decision and next action