Dan Jiao, VP RevOps at Aircall, has now moved two companies from a global functional model to regional GMs — at Signifyd and again at Aircall. He joins Janis to explain what actually changes when four business units each own their P&L, and why RevOps becomes the glue that keeps one company from quietly becoming five.

We cover:

• Global functional vs. regional GM model — and what stays centralized
• The revenue scale where a regional split starts to make sense
• Running RevOps as a product org: the global go-to-market operating system
• Who owns segmentation vs. who co-designs territories
• Embedding regional business partners as de facto chiefs of staff
• One global scoring model, multiple regional calibrations
• Why capacity ratios differ market by market
• RevOps as the neutral referee in budget and headcount debates
• Holding one global forecasting standard across four business units
• Buyer-verified exit criteria instead of rep-filled fields
• Sharing best practices when there's no global head of sales

Dan Jiao on LinkedIn: https://www.linkedin.com/in/danjiao/
Aircall: https://aircall.io
Janis Zech on LinkedIn: https://www.linkedin.com/in/janiszech/Philipp Stelzer on LinkedIn: https://www.linkedin.com/in/philippstelzer/WeFlow: https://www.weflow.ai/Join the RevOps Chat Community: https://www.weflow.ai/community
Subscribe to the RevOps Letter: https://www.weflow.ai/revops-letter

Book recommendation: Switch: How to Change Things When Change Is Hard by Chip & Dan Heath

Chapters:
(00:00) Intro & welcome to Dan(02:33) Dan's path from sales to RevOps(04:46) Global functional vs. regional GM(08:12) When a regional split makes sense(11:18) Who owns segmentation and territories(14:04) The hybrid model and regional business partners(17:43) Account prioritization and scoring(20:49) Capacity planning across regions(25:53) RevOps at the budget table(27:52) One global forecasting standard(30:31) Buyer-verified exit criteria(32:43) Sharing best practices without a global sales lead(34:50) Book recommendation & close