Goals
Q4 2026 objectives
This quarter, we want to finish the move to the new revenue model, make revenue the output of a funnel we can model, and make sales comp and sales data reproducible and self-serve.
Move to the new revenue model (lead: Mine Kansu, eng lead: Marce Coll)
- Cross-check the rebuilt ARR/MRR dashboards against the old model, then close out the remaining material discrepancies: fix them or explicitly accept them.
- Switch go/rev and internal dashboards to the new model and retire the old ones, so there is one go/rev and one IWA view.
- Migrate investor and board reporting to the new model ahead of the next board meeting.
- Get Finance sign-off on the model docs and the close process.
Ship the ARR funnel model (lead: Mine Kansu)
- Model the funnel from org sign-up to setup to paying to revenue, cohorted by sign-up week, so revenue is the output of the funnel rather than a separate number.
- Use it as the base for the 2027 plan, and agree one activation metric everyone quotes.
Set up a reproducible sales comp process (lead: Erika Billingsley)
- Calculate attainment and commissions from source data with no manual renewal patching, starting with fixing the warehouse view behind CS comp before Q3 close.
- Build the comp dashboards so reps and managers can see attainment without asking us.
- Agree the payout process with Finance.
Design FY27 coverage and comp (lead: Mine Kansu, with Erika Billingsley)
- Define the Q1 TAM experiments and get them signed off.
- Set the pay structure per role: basis, quota form, and churn netting, then the FY27 quota and OTE tables with a per-person backtest.
- Build the coverage and staffing model behind it: how many seats the funnel supports, and the thresholds for CSM and always-TAM coverage.
Make sales data self-serve (lead: Erika Billingsley)
- Add the sales and comp tables to the semantic layer, and publish a list of sources of truth and which fields to use for what.
- Give each sales team a defined set of metrics so nobody is flying blind.
- Turn the recurring process questions we answer by hand into handbook pages or automations.
Handbook
What the RevOps team does
- Own the definitions behind PostHog's revenue metrics (MRR, retention, expansion, contraction, churn) so every team measures the same thing the same way
- Revenue and usage analysis for exec, board, and investor reporting
- Design and run sales compensation: quota setting, comp plans, attainment and commission calculation
- Data quality across the revenue stack: billing, Stripe, Salesforce, and the semantic layer
- Sales ops: defining how the revenue process works and building the automations behind it. CRM process, contract rules, credits, and refunds
Our values, what we own, and what we deliberately don't do are written up in the RevOps handbook.
How to work with the RevOps team
Reach out in our Slack channel #team-revops. If you're not sure whether it's billing, growth, or sales, it's probably us.
Before you ask, it's worth checking:
- Metric conventions for how we define the numbers
- Revenue adjustments and retention metrics
- ICP fit score for how we score account fit
- CRM process and contract rules for how deals are meant to be run
Who are we building for?
- Exec and finance, who need revenue numbers that reconcile and hold up under scrutiny
- Sales and CS, who need quotas, comp, and pipeline data they can trust and act on without waiting for us
- Product and engineering teams, who need to know how their work shows up in revenue
Principles
- Make data simple. Turn scattered data into a small number of clear, reliable definitions people can reuse.
- Build for self service. If someone needs a number regularly, they should be able to get it themselves.
- Automate relentlessly. If it has to be done twice by hand, it gets automated. Constant clean-up means we built the wrong system.
- Show your work. Every number we publish should be reproducible and auditable back to its source.