This document presents a proposed organizational model for WKT — offered for discussion, debate, and refinement with the leadership team and board. Nothing here is decided. Every element is open to challenge, adjustment, or rejection based on the group's input and collective judgment.
Demand, Revenue, and Delivery remain as separate functions with their existing leaders. RevOps Enablement is established within the Demand function — building CRM discipline, marketing automation, pipeline visibility, and market intelligence. The three revenue leaders coordinate through a shared weekly Revenue Sync.
When the right leader emerges or is hired, all four functions — Demand, RevOps Enablement, Revenue, and Delivery — consolidate under a single VP Revenue Operations. The President's direct reports reduce from 6 to 4. The Revenue Sync becomes the VP RevOps' primary operating tool.
| Current Tension | Root Cause | How This Fixes It |
|---|---|---|
| Marketing vs. Sales conflict | Marketing reports into Sales — competing incentives | Demand and Revenue are peer functions — neither controls the other |
| No pipeline visibility across the funnel | No data or CRM discipline — functions track separately | RevOps Enablement owns the unified pipeline view, lifecycle data, and market intelligence |
| Channel conflict — direct vs. reseller vs. institutional | No single owner of all three sales motions | Revenue owns all three — one leader makes the channel calls |
| Marketing automation and lifecycle tracking missing | No owner for the technology and data layer | RevOps Enablement owns CRM, automation, forecasting, and market intelligence |
| Corporate communications had no clear home | Sat loosely in marketing without executive ownership | Corporate communications moves to Chief of Staff — aligned with board and executive voice |
| SKU portfolio decisions cause cross-functional conflict | No single owner — everyone has a stake | President owns Keep/Add/Kill with structured input from all functions |
| President absorbs all cross-functional conflict | No clear function ownership — everything escalates | Six function owners make decisions within their domain — President chairs, doesn't carry |