Steve Dinner is VP of Revenue Operations at Owner.com, the all-in-one growth platform for independent restaurants. A self-described 'accidental' RevOps leader, he came up through sales development — running multiple BDR teams as a second-line leader and inheriting the RevOps function while still running the BDR org — and used Salesforce and operating cadence to make himself a better BDR director. Over roughly a year he rebuilt his team around agile and structure rather than headcount: he runs a high-output RevOps function with zero in-house admin or developer FTEs, sourcing specialist Salesforce talent and agencies on demand and onboarding them through a documented course so they're productive on day one. He organizes his team as product owners over segments of the customer journey and is an early, aggressive adopter of LLMs for Salesforce development, QA, and quota-setting.
“There's a big difference between what a lot of us say when we're on small, scrappy RevOps teams and we say we're lean — we actually mean that we're pretty disorganized, we don't have a lot of great structure.”
“It's the structure of my team, and the way I run it, that allows me to go find the best Salesforce developer talent anywhere, and really multiply the output compared to the headcount that we have.”
“My engagement with them ended up getting the work done that needed to get done, but actually the largest amount of value was changing how my team works.”
“If you write out the sub-headings of what sections that course should have, it's going to pretty quickly tell you where your deficiencies are as a RevOps group.”
“You literally own this piece of that map, that flowchart — that process is theirs. Obsessing over how to make that better for customers, the company, and the employees that work within it, every single day, is their job.”
“When we come to work every day, our job is not to do the work as much as it is to create systems that provide that value.”
“A lot of these horror stories are less about you got bamboozled and that person didn't have the skill — it's more about whether or not they were investing the time that they said that they were.”
“It unlocks that piece for everybody. If you know how to ask for the right stuff, I've personally become a thousand times more dangerous.”