Series D Scale-Up
Building the
RevOps bench
around the system
A scale-up needed more than hires. It needed the right operating roles, ownership model, and nearshore support to run the GTM engine.
Gap
Headcount was growing, but ownership was still unclear.
The company had multiple revenue teams, but systems ownership lived between sales leadership, marketing ops, and a stretched internal administrator.
Hiring one senior RevOps leader would not cover the full surface area of the business.
Role Architecture
Ombrik designed the RevOps team around the operating model, not a generic org chart.
We mapped the operating needs across CRM, automation, reporting, lifecycle ownership, and GTM execution, then defined the right blend of domestic, nearshore, and embedded support.
Ombrik sourced, vetted, and structured the roles around the systems we were helping operate.
Outcome
The company gained capacity without adding more coordination drag.
The team gained clearer ownership, faster execution, and more predictable support across day-to-day RevOps work.
Instead of hiring reactively, the company built capacity around the revenue engine it actually needed to run.
Human capital layer
Role Architecture
Defined RevOps, GTM engineering, SDR, and support responsibilities.
Talent Sourcing
Sourced and screened domestic and nearshore GTM operators.
Operating Cadence
Created ownership rituals for systems, reporting, and workflow maintenance.
Embedded Support
Matched human capital to the managed service operating model.
Next Step
Ready to build your revenue operating layer?
Every engagement starts with a strategy call. We map your systems, identify what's broken, and outline the path forward.
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