WKT · RevOps Roadmap · v1
Internal Pitch · Executive Committee · 12-Month Plan · v1

From three functions to one revenue system — a 12-month RevOps implementation roadmap.

Builds on the proposed Demand · Revenue · Delivery model. Adds the persona layer the CEO has approved (B2C · B2B · B2G), positions RECCE as the upstream Market Intelligence function, and anchors the economic model on Lifetime Value.

Phase 1 → Phase 2 readiness Persona-first GTM RECCE upstream LTV introduced One pipeline · one number
For · CEO · President / COO · CFO · SVP Technology · eLearning Lead
Status · v1 — for CEO & Exec Committee feedback
01 · Operating Model

RECCE feeds Personas. Personas feed Demand. The bowtie governs the rest.

The Demand → Revenue → Delivery bowtie remains. RevOps Enablement is the connective tissue beneath it. Two layers are added on top: persona definition (B2C · B2B · B2G) and a Market Intelligence function (RECCE) that precedes Demand.

RECCE — MARKET INTELLIGENCE Sector signals · regulatory shifts · competitive moves PERSONAS B2C · B2B · B2G FILL THE FUNNEL Demand LeadGen · LeadDev CLOSE & COMMIT Revenue Sales · Channel · Institutional RETAIN & EXPAND Delivery Onboard · Adopt · Expand REVOPS ENABLEMENT — CONNECTIVE TISSUE CRM hygiene · pipeline reporting · marketing automation · lifecycle data · forecasting · MIS

B2C · Individual Learners

Examples — DTC course buyers, Danatec individual certifications, RELO learners
What they buy
  • Single courses, certifications, exam prep
  • Self-paced, transactional, short funnel
Success metrics
  • CPA · eROAS
  • Contribution margin per learner
  • Repeat purchase rate

B2B · Training Managers

Examples — Fleet Safety buyers, employer L&D leads, BCC/FSI corporate accounts
What they buy
  • Multi-seat content packages
  • Platform access, reporting, compliance bundles
Success metrics
  • Average ticket · LTV
  • Upsell / cross-sell expansion
  • Renewal rate · NRR

B2G · Associations & Government

Examples — credentialing bodies, regulators, public-sector training partners
What they buy
  • Platform deployments at scale
  • Long-cycle institutional contracts
Success metrics
  • Average contract value · LTV
  • Multi-year contract value
  • Renewal · expansion within network
PHASE 1 · NOW

Stakeholder Model

Demand · Revenue · Delivery operate as peer functions with existing leaders. RevOps Enablement is built inside Demand. Coordination via weekly Revenue Sync.

→
PHASE 2 · FUTURE

Unified Model under VP RevOps

Demand · RevOps Enablement · Revenue · Delivery consolidate under one VP Revenue Operations. President's direct reports reduce from 6 to 4. Trigger: data spine and roles in place.

02 · 12-Month Roadmap

Foundation in Q1. Economics in Q2. Process & automation in Q3. Decision loop in Q4.

Each quarter delivers a self-contained capability and a readiness gate for the next. No quarter depends on a hire or system that is not yet committed.

Q1 · FoundationMonths 1–3

Personas, baseline audit, RECCE charter

Define who we sell to. Audit data and ops across brands. Stand up Market Intelligence.

Key Outcomes
  • Persona Playbook v1 (B2C · B2B · B2G)
  • Database & ops audit — baselines per brand
  • RECCE charter — scope, cadence, signal protocol
  • Baseline scorecard — CPA · ROAS · win rate · NRR
Ownership
Demand · PersonaSVP Tech · AuditCFO · BaselinesPresident · RECCE
Q2 · EconomicsMonths 4–6

LTV v1, pipeline view, Revenue Sync live

Make persona-level economics visible. Run on shared data.

Key Outcomes
  • LTV v1.0 — per persona & brand
  • CRM hygiene baseline + ownership
  • Single pipeline dashboard live
  • Weekly Revenue Sync operational
Ownership
CFO · LTVSVP Tech · DashboardD+R+D · PipelinePresident · Sync
Q3 · ProcessMonths 7–9

End-to-end map: automate · hire · outsource

Map the lifecycle. Decide where AI & agentic systems plug in, what we hire, what runs through partners.

Key Outcomes
  • Demand → Revenue → Delivery handoff playbooks
  • Automate / hire / outsource map per stage
  • First agentic deployments (lead scoring, support triage)
  • Onboarding-to-first-impact protocol
Ownership
SVP Tech · AutomationD+R · HandoffsDelivery · LifecycleeLearning · First-impact
Q4 · Decision LoopMonths 10–12

RECCE → invest decisions, NRR, Phase 2 gate

Capital follows LTV. Phase 2 readiness reviewed.

Key Outcomes
  • Quarterly portfolio decisions on shared LTV data
  • Channel investment shifted toward highest-LTV personas
  • NRR target set at exec level
  • Phase 2 readiness review (proceed / extend)
Ownership
CEO · PortfolioPresident · Decision loopCFO · NRRAll · Phase 2 gate
03 · Functional Roles

Four functions run the operating model.

Each is essential to making the bowtie work end-to-end. Sequenced and resourced through the 12-month plan.

Revenue Operations Leadership

Owns the full pipeline first-touch to renewal. Resolves cross-functional revenue conflict structurally rather than personally. Chairs the Revenue Sync once Phase 2 is triggered.

Revenue Operations Analytics

The connective tissue function. Owns CRM hygiene, pipeline reporting, lifecycle data, and forecasting. Provides leadership a single view of the revenue funnel from first impression to renewal.

Marketing Automation & CRM

Owns the marketing technology stack — email automation, lead scoring, and the data pipeline between Demand and Revenue. Ensures lifecycle events are captured in real time.

Performance Marketing

Owns paid media across the portfolio (~$1.2M CAD annually, varies quarterly), CPA, ROAS, attribution, and channel mix. The B2C velocity engine.

04 · Data Spine — Executive Blueprint

One pipeline view. One number. Pragmatic LTV v1.

Not a technical spec. The principles, lifecycle stages, metric dictionary, and pragmatic LTV approach the executive team needs to align on before Q1 starts.

Systems-of-record principle. CRM is the single source of truth for pipeline. The Marketing Automation platform is the source of truth for lifecycle events. Finance is the source of truth for revenue recognition. No parallel reporting; one number reconciled monthly.

Lifecycle Stages (high level)

From first touch to renewal

LeadGen
Awareness and capture — Demand owns.
LeadDev
Qualification and nurture — Demand → Revenue.
Sales
Active deal stages — Revenue owns.
Commit
Closed-won; handoff to Delivery.
Onboard
First 30 days; first-impact recorded.
Adopt
Active usage; health monitored.
Expand
Renewal and expansion — Delivery owns NRR.
Metric Dictionary — One Number

The metrics that travel across functions

Pipeline Coverage
≥3× of period quota by motion.
Win Rate by Motion
Direct · Channel · Institutional — tracked separately.
Forecast Accuracy
Within ±10% of commit.
NRR
Net Revenue Retention — Delivery's primary metric.
CPA · ROAS
B2C primary; feed LTV, do not replace it.
Average Contract Value
B2B / B2G primary alongside LTV.
Time-to-First-Impact
Day 30 milestone in Delivery.
LTV
The unifying capital-allocation metric (see below).

LTV v1 · the pragmatic first-pass method.

Formula. Average gross profit per customer × expected retention duration × expansion factor — modelled per persona and per brand.

Method. Use 24 months of historical retention as the anchor. Approximate where data is incomplete. Publish v1 with caveats; refine quarterly.

Why now. Without LTV the budget chases the cheapest first sale. With LTV the budget chases the most valuable customer. These are not the same customer.

05 · Operating Rhythm

Weekly Sync. Monthly Exec Review. Quarterly Planning.

The cadence that makes the system run. Decisions resolve at the lowest appropriate forum; only strategic-direction questions reach the executive table.

Weekly Revenue Sync

Weekly · 60 min
Attendees
  • Demand · Revenue · Delivery leads
  • RevOps Enablement
  • Chair: President / COO (Phase 1) → VP RevOps (Phase 2)
Agenda
  • Pipeline review by motion & persona
  • Lifecycle exceptions (handoff breakdowns, churn risks)
  • Channel call resolution (direct vs reseller vs institutional)
  • RECCE signals to action this week
Outputs
  • Decisions logged · owners assigned
  • Escalations to monthly review

Monthly Exec Review

Monthly · 90 min
Attendees
  • CEO · President · CFO · SVP Tech · eLearning Lead
Decisions made here
  • Cross-function trade-offs and budget reallocations
  • Persona prioritization and channel mix shifts
  • Hire approvals against the role sequencing plan
  • SKU portfolio — Keep · Add · Kill
  • RECCE-driven invest / position decisions
Outputs
  • Approved actions · capital decisions
  • Strategic items routed to quarterly planning

Quarterly Planning

Quarterly · 1 day
Inputs
  • Quarterly scorecard (LTV, NRR, CPA/ROAS, win rate)
  • RECCE quarterly briefing
  • Roadmap progress vs Q1–Q4 outcomes
Outputs
  • Next quarter's strategic focus locked
  • Capital allocation across H1 / H2 / H3
  • Phase 2 readiness check (Q4 only)
Tie-in
  • Resets the inputs for the weekly Sync and monthly review
06 · Risks & Mitigations

What could go wrong. What we do about it.

Risk
Mitigation
VP RevOps hire slips past Q4 — Phase 2 delayed
President + Demand Lead co-chair Revenue Sync. Phase 2 readiness gate moves; do not force a premature consolidation.
LTV v1 lands with caveats; exec team mistrusts it
Publish with explicit confidence ranges per persona. Use as directional input only in Q2; promote to capital-allocation metric in Q3.
Brand-level data audit reveals deeper gaps than expected
Sequence the rebuild brand-by-brand starting with highest-revenue brands. Don't block the whole program on portfolio-wide cleanup.
RECCE creates noise instead of signal
Cap RECCE to 3 priority signals per quarter. Each signal must come with a recommended action and an owner before it enters the Sync.
Channel conflict resurfaces personally rather than in the Sync
One named decision-maker per motion (direct, channel, institutional). Conflicts resolve in Sync; only strategic shifts escalate.
H2 / H3 work crowded out by quarterly H1 pressure
Protect at Integrator + Visionary level (Moore's structural finding). H2 / H3 reviewed on a separate quarterly track, not subordinated to H1.
07 · Decision Asks · Next 30 Days

Eight decisions to start Q1.

Concrete asks of the CEO and Exec Committee. Each ask has an owner, a budget guardrail or definition where required, and unblocks Q1 work.

1

Approve persona definition framework

Lock B2C / B2B / B2G as the GTM segmentation. Owner · CEO endorse · Demand Lead author.

2

Authorize the data & ops audit

Cross-brand audit of CRM, attribution, ad spend reporting. Owner · SVP Tech · CFO sponsor. Guardrail · 8-week Q1 sprint.

3

Approve RECCE charter and cadence

Scope, signal protocol, monthly briefing into the Exec Review. Owner · President + Strategic Mkt Dev lead.

4

Confirm hire sequencing and budget envelope

Q1: RevOps Analyst · Performance Marketing Mgr. Q2: Marketing Automation Specialist. Q3–Q4: VP RevOps. Owner · CEO + CFO.

5

Endorse one-pipeline-view principle

No parallel reporting. CRM is system of record for pipeline. Owner · CEO endorse · SVP Tech enforce.

6

Approve LTV v1 method and publication caveats

Pragmatic first-pass formula; refined quarterly. Owner · CFO. Definition · gross profit × retention × expansion factor, by persona.

7

Set the operating rhythm

Weekly Revenue Sync (President chairs), Monthly Exec Review, Quarterly Planning. Owner · President.

8

Confirm Phase 2 readiness gate at Q4

VP RevOps hire is contingent on data spine + roles + LTV v1 in place. Owner · CEO + President.

08 · Glossary

Acronyms used in this document.

For executive readers and committee members. The terms most central to this roadmap are RECCE, LTV, NRR, and the bowtie functions (Demand · Revenue · Delivery).

ACV
Average Contract Value — primary B2B / B2G economic metric.
B2B
Business-to-Business — training managers, employer L&D leads, corporate accounts.
B2C
Business-to-Consumer — individual learners, certifications, exam prep.
B2G
Business-to-Government — associations, regulators, public-sector training partners.
CFO
Chief Financial Officer — owns LTV model and capital discipline in this roadmap.
COO
Chief Operating Officer — President in WKT's structure; chairs the Revenue Sync.
CPA
Cost Per Acquisition — primary B2C performance metric.
CRM
Customer Relationship Management system — system of record for pipeline.
eROAS
Effective Return On Ad Spend — gross-profit-adjusted ROAS, accounts for margin.
GTM
Go-to-Market — the combined motion of marketing, sales, and delivery.
H1 / H2 / H3
Horizon framework (Geoffrey Moore, Escape Velocity) — H1 core business, H2 adjacent markets, H3 emerging opportunities.
ICP
Ideal Customer Profile — defined per persona track in the Q1 Persona Playbook.
KPI
Key Performance Indicator.
L&D
Learning & Development — buyer function inside B2B accounts.
LTV
Lifetime Value — gross profit per customer × expected retention × expansion factor; the unifying capital-allocation metric.
MIS
Market Intelligence System — central feed of sector signals, regulatory shifts, and competitive moves; output of RECCE.
NRR
Net Revenue Retention — Delivery's primary metric; measures retention plus expansion against a fixed cohort.
RECCE
Reconnaissance — WKT's Market Intelligence function. Sits upstream of Demand and feeds personas, targeting, and market signals.
RevOps
Revenue Operations — the integrated function spanning Demand, Revenue, Delivery and the data layer beneath them.
ROAS
Return On Ad Spend — primary B2C channel-level metric.
SKU
Stock Keeping Unit — used here for portfolio governance (Keep · Add · Kill decisions).
SLA
Service Level Agreement — defined performance commitments for partners and platform.
SVP
Senior Vice President.
VP
Vice President.
WKT
We Know Training Inc.
Brand codes
DTC, FSI, GT, BCC, RELO — WKT portfolio publisher brands referenced in the persona examples.