Revenue operations changes as a company scales. Early work often rewards the person who can fix an immediate problem. At larger scale, the same instinct can create dependency unless it evolves into systems, decision processes, and teams that continue working without one operator at the center.
Tyler Will's path to leading revenue operations at Intercom reflects a builder's approach. His interests began with making things and understanding how systems work. Over time, that curiosity became an operating discipline focused on creating leverage across the business.
RevOps is a builder's function
The surface of RevOps includes data, tools, planning, and process. The deeper job is constructing an environment where revenue teams can make better decisions and execute them consistently.
Builders think beyond whether a workflow functions today. They ask how it will behave under more volume, more roles, more markets, and more exceptions. They also consider how people will understand and use what has been built.
That orientation separates a temporary fix from operating infrastructure.
Scale turns local optimization into a risk
A small team can solve a problem inside one function without creating visible consequences elsewhere. At scale, those consequences accumulate.
A change to opportunity stages affects forecasting. A routing rule affects seller capacity. A pricing decision affects deal desk and finance. A territory change affects compensation, customer coverage, and managerial load.
Scaled RevOps therefore requires a wider definition of the problem. Operators must map stakeholders, dependencies, and second-order effects before implementation begins.
Decision quality becomes more important than activity
Growth creates more requests than an operations team can reasonably accept. The function needs a way to decide which work matters.
A strong prioritization process connects requests to company outcomes, identifies the people affected, and makes tradeoffs explicit. It also distinguishes urgent noise from structural friction.
The goal is not to slow the business with governance. It is to prevent scattered activity from consuming capacity without improving the revenue system.
Leaders have to build judgment inside the team
An individual operator can create value through personal expertise. A leader at scale has to increase the quality of decisions other people make.
That means giving teams context, not only tasks. People need to understand the objective, the assumptions, and the constraints around the work. They also need room to choose the implementation path and learn from the result.
Leadership becomes less about having the answer and more about creating a system where strong answers can emerge repeatedly.
Curiosity remains useful at larger scale
Scale can push leaders away from details. Yet the ability to ask a simple question about how work actually happens remains essential.
Curiosity helps a leader test whether the formal process matches reality. It creates better conversations with sellers, managers, and cross-functional partners. It also prevents past success from becoming a rigid template for a changing company.
Operating rigor and curiosity are complementary. Rigor gives the organization stability; curiosity tells leaders when that stability has become inertia.
The practical lesson for RevOps leaders
As revenue operations reaches scale:
- Design for volume, roles, markets, and predictable exceptions.
- Evaluate second-order effects across functions.
- Prioritize work through business outcomes and explicit tradeoffs.
- Give operators context so judgment can scale through the team.
- Keep listening to the people who use the system.
- Treat every major process as a product that requires adoption and iteration.
Scaled RevOps is not simply more operations. It is a different leadership problem: creating leverage without losing contact with the work.
About the guest
Tyler Will is VP Revenue Operations at Intercom. His career reflects a builder's approach to systems, decision-making, and the organizational work required to help revenue teams execute at scale.
