How to sell continuous improvement

Because let’s face it, it’s kinda boring on its own

Let’s face it, outside you and your RevOps team, continuous improvement is a boring topic.

You can have all of the best improvement and efficiency ideas out there.

But when it comes to pitching it to the CRO/CEO/CFO… you might hit a wall.

“We got a 1% lift in CVR!”

That’s cute.

“We’re up 1% on our ACV!”

Great...

The fact is, moving the needle a little bit doesn’t have the same effect to your bosses.

“But Toni, that’s the RevOps job.”

You’re absolutely right. And we all know that these small lifts will equal revenue.

But part of the challenge is also communicating what those differences mean.

And unfortunately, continuous improvement on its own will only get you so far.

If you want to become a strategic partner in the organization, you need to start measuring and pitching the compound.

It all adds up

Think about compound interest - it's the interest on interest. 

It's what makes your money grow. 

And it works the exact same way for RevOps.

The thing about all of these improvements you’re doing, they compound over time.

You don’t just have them happen once. 

They’re happening every day.

And if they’re sequenced, then they compound each other.

So now your 3% lift in CVR and your 3% lift in your ACV is not 3+3. 

It’s actually a 6.1% lift overall.

And then there is the “1% better every day” example. 

This results in crazy numbers over a year. 

But its obviously hard to find another 1% every single day.

As these things compound in sequence and over time, they start to have a real impact.

And since these are usually in efficiency impacts and you don’t have to pay anything for it, you actually reduce cost for higher revenue.

So next time C-suite scoffs at a "1% lift,” think about the bigger growth picture.

Because 1% here and there, might compound to something that’ll close that delta and reach your target.