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WHO IT IS FOR

Who it fits, and who it does not at all.

RevOps as a Service is built for B2B mid-market: organisations between 50 and 500 employees with a commercial leadership team that has growth ambitions and does not want to build a full in-house RevOps organisation. But it is not for everyone. Below are the signals for where it fits and where it does not, without the marketing spin.

Book a call Take the Maturity Scan first
The ICP fit in 3 signals
  • 01
    B2B mid-market, 50-500 FTE Large enough to have a commercial leadership team with its own agenda, too small to build a full RevOps department
  • 02
    HubSpot or comparable CRM An active CRM with a data model we can build on. Preference for HubSpot, Salesforce or Attio also possible
  • 03
    Sales team of 5+ FTE A commercial team large enough to sustain the cadence and deliver the adoption from which the retainer draws its value
ICP fit

When RaaS fits, and when it does not.

We see a few patterns that predict whether the retainer will deliver value. Below are the green lights and red lights, so you can judge for yourself whether a conversation is worth having.

Good fit

  • B2B mid-market, 50 to 500 FTE. Large enough for a commercial leadership team with its own agenda, too small for a full in-house RevOps department of 5 to 10 people.
  • Revenue from 5 million euros per year. The retainer costs at least 54k per year, so the business case needs to stack up. Below 5 million in revenue the leverage is usually too small.
  • HubSpot or comparable CRM active. We build on an existing system, not from scratch. Preference for HubSpot, Salesforce, Pipedrive or Attio also possible.
  • Sales team of 5 FTE or more. Enough people to sustain the cadence, run training in groups of five and measure adoption metrics meaningfully.
  • Ambition for scalable GTM. The leadership team wants 1.5 to 2 times the revenue in two years without scaling headcount proportionally. That is what RevOps is built for.
  • Preference for continuity. No appetite for onboarding a new supplier every two months. Keen on a team that gets to know your CRM and your numbers.
  • Work across multiple pillars simultaneously. Strategy and Marketing together, or Sales and Service together, or all five in parallel. The value of the retainer lies in the coherence.

Poor fit

  • Startups under 5 FTE. Too small for the cadence, too early for formal RevOps. Better off with a standalone advisory engagement or a founder-led approach.
  • Organisations without a CRM. We build on an existing system. If you have nothing in place yet, a one-off implementation engagement is the right first step, not a retainer.
  • No budget for a retainer. Below 4,500 per month we cannot deliver the team capacity and cadence. Then you are better off with a standalone project on the pillar that creates the most friction.
  • Looking for tooling work only. If you only want a HubSpot implementation or an SEO audit without a strategic component, a standalone project fits better than the retainer.
  • No commercial leadership with decision-making authority. RaaS delivers value when there is a commercially responsible person who can make decisions. If that authority sits elsewhere, execution stalls.
  • Website project only. Websites are deliberately not included in the retainer; those are standalone engagements with a different team.
Honest story · Anonymous prospect, ~25 FTE

We once turned a prospect away because the retainer would not work

A growing SaaS organisation of around 25 employees called about RaaS. The CFO and CEO were convinced that an ongoing RevOps retainer would accelerate their growth. No experience with formal commercial processes, a CRM they had just purchased but was still empty, and a sales team of two people.

In the conversation we explained that the retainer would not work for their situation. Too early for the cadence, too few people to carry adoption, and an empty CRM would mean the first three months would only produce foundation work with no commercial outcome. They would be better served by a one-off CRM implementation engagement plus a Maturity Scan in six months. We proposed that, and that is where it stayed. An honest story at the cost of a no-deal delivers more in the long run than a retainer that does not fit.

Read more cases
Own reflection
Carel Schrier, RevOps Lead · Own reflection
25 FTE
too small for cadence
0 CRM
no foundation
No deal
honest outcome
Frequently asked questions

Does it fit, or does it not?

Questions we receive from leadership team members thinking about whether their situation does or does not fit the retainer.

We are smaller than 50 FTE. Does RaaS still fit?

Sometimes yes, often not. Below 50 FTE there is usually no commercial leadership team with its own agenda, no sales team large enough for the cadence, and no budget for the retainer. You are better off with a standalone project or a founder-led approach. Above 35 FTE with an active CRM and a sales team of five or more, we can look at whether an Essentials retainer fits.

We are larger than 500 FTE. Does it still work?

Above 500 FTE you often already have an in-house RevOps organisation of five or more people. In that case a retainer is less suitable: overlap with your own team arises and the cadence becomes too heavy. A strategy engagement or a specific pillar assignment alongside your own RevOps team is possible. Not full RaaS.

We do not use HubSpot. Does it still fit?

Our preference is HubSpot because we are a Diamond Partner there and have the deepest expertise. For RaaS on Salesforce, Pipedrive or Attio we assess each situation individually. Sometimes a specialist suits you better than we do. If you are migrating from another CRM to HubSpot, we are the right partner, but that is a standalone engagement.

We have just purchased a CRM. Too early for RaaS?

If the CRM is still empty and no processes are running yet, it is indeed too early. Start with a one-off CRM implementation and do the Maturity Scan six months later. After that we can look at whether the retainer fits. A retainer on an empty CRM produces only foundation work in the first three months with no commercial outcome.

We only want Marketing or only Sales. Does that fit?

That is possible, but you are often better off with a standalone project on that pillar. RaaS is built for organisations that want to work across multiple pillars simultaneously; that is where the continuity delivers its value. If you want to start with Marketing only and grow from there, we scale with you.

Our CFO thinks 4,500 per month is a lot. How do I sell that internally?

Compare it with the cost of an in-house RevOps organisation: a senior RevOps manager costs 100 to 150k per year including employer costs, and that person carries holiday risk, an onboarding period and a single-point-of-failure profile. For 54k per year you get a team of six with coverage across all five pillars and continuous continuity. The business case typically closes around month six when the first supplier consolidations start paying back.

We already have an agency. Can RaaS work alongside them?

Sometimes yes. If your agency handles only performance ads, for instance, and we run Strategy, Sales and Service, we complement each other. If there are overlapping pillars, a choice needs to be made. We have no exclusivity clause, but the cadence works better when the scope is clearly divided. Book a call and we will look at the collaboration.

Does it fit, or does it not?

Still unsure? Book a call and we will look at it honestly together.

We would rather tell you in the conversation that the retainer does not fit than enter into a poor match. That has led to a number of honest no-deals over the past two years, and that is precisely why the retainer works for the organisations where it does fit.

Want the details in advance? See exactly what is included in the retainer or the pricing indications. If you want to benchmark yourself first, take the Maturity Scan and we will use the result as the starting point.

Book an honest call Take the Maturity Scan first