Robin Radar: RevOps in practice – connecting sales, finance and production

Every system is built to order, so Finance plans production from the sales pipeline long before an order exists. That makes the pipeline data just as important to Finance as it is to Sales. The data was already in HubSpot, but not in a form either team could rely on.Each forecast meant exporting deals and reshaping them to fit Finance’s projection models, such as mapping deals to the regions they plan by. Gaps had to be filled and numbers that didn’t add up had to be questioned. It took hours, and the result was outdated almost as soon as it was finished. Sales, for its part, needed a cleaner data set to manage its own pipeline.The goal: a shared, reliable data foundation for Sales and Finance, without adding to the sales team’s workload.

• Reports first: Reporting went live in March, built around the data points that drive production planning and pipeline management. Finance now gets its input faster and can check the latest picture whenever it needs to. The dashboards are also used by Sales and other teams across the business.
• A leaner sales process: The reports also revealed where the underlying data was weak. Together with Sales and Finance, we cleaned up the deal properties. Some were removed, some were replaced with better-defined versions, and some are now filled in automatically from information already on the record. Salespeople enter less, and everything they do enter has a clear purpose.
• Data rules inside HubSpot: To keep the data current, Robin Radar added Supered, a HubSpot add-on that flags missing or outdated information directly on the record, so there is no separate tool to learn. We wrote the rules in plain language, and each one explains why the information matters. For example: “Hey, let’s make sure planning works! How many systems is this deal for?” Each rep sees their own list and works through it when it suits them, with no reminder emails. Supered replaced HubSpot task reminders and internal notifications, which the team had learned to ignore. When access was briefly paused, open issues climbed again, then fell once it returned.
• Training for every team that uses the data: In July, we ran on-site training at Robin Radar’s office. Sales, Sales Ops and Bid spent two afternoons on the new process and tools. Finance, Procurement, Operational Excellence, Marketing and IT had dedicated sessions. The training had two aims. The first was to explain data that had been added over time without much context, such as compliance screening: how it gets there, when it’s needed and who relies on it. The second was to prepare the whole business for the next phase.