Revenue operations can design a technically sound process that the field never adopts. Enablement can deliver polished training around a process that the system does not support.
Kayvan Dastgheib-Beheshti's career makes the case for treating the two disciplines as connected. Modern RevOps leadership requires systems, analytics, communication, and enough proximity to help teams execute the operating model.
Career pivots build translation skills
Kayvan moved from a science-heavy, pre-med path into business and commercial work. A chemistry-related internship created an entry point, while curiosity and timing helped him expand beyond the initial subject matter.
That pattern prepared him for RevOps. The function constantly translates between domains: data and behavior, strategy and workflow, leadership priorities and seller reality.
Operators who have crossed disciplines often recognize that expertise is useful only when it can be made legible to the next person.
Systems do not create adoption by themselves
A CRM workflow may encode the correct process. Sellers still need to understand what changed, why it matters, and how to execute it in a live deal.
Enablement closes that gap when it is involved early. It can identify confusing language, anticipate field objections, prepare managers, and create reinforcement after launch.
RevOps improves enablement by making the training concrete. The team can see the exact workflow, definitions, and evidence the process requires.
The function needs both altitude and detail
Kayvan describes RevOps leaders as needing to “helicopter” up to see the whole system and then drop into the details when the team needs help.
At altitude, the leader sees how marketing, sales, customer success, finance, systems, and data interact. In detail, the leader understands the workflow well enough to diagnose a problem and support the person executing it.
Leaders who stay only at altitude produce strategies disconnected from work. Leaders who remain permanently in the details become the bottleneck for every decision.
Communication style depends on context
Kayvan reflects on how leadership tone and intensity can land differently across companies and geographies.
This matters during operating change. The same message can be interpreted as clear in one environment and abrupt in another. Effective leaders adjust the delivery without making the standard ambiguous.
Contextual communication is not inconsistency. It is the discipline of ensuring that the intended meaning survives the audience and environment.
RevOps is becoming a broad leadership function
The scope of revenue operations increasingly resembles other mature business functions. It may include systems, analytics, planning, process, enablement, compensation support, and strategic advice.
No leader can remain the deepest expert in every area. The job shifts toward creating a coherent operating model, developing specialists, and making the tradeoffs visible.
That breadth also makes boundaries important. The organization should know who owns design, implementation, adoption, and performance measurement for each major change.
The practical operating sequence
For a major process change, combine RevOps and enablement through one sequence:
- Define the business objective.
- Design the workflow and ownership.
- Test it with frontline users.
- Prepare managers and field communication.
- Launch the system and training together.
- Measure both compliance and business impact.
- Reinforce or redesign based on evidence.
The system and the behavior are two parts of the same operating change.
About the guest
Kayvan Dastgheib-Beheshti is Global Head of Revenue Operations and Enablement at Tegus. His background spans science, business, analytics, technology, and global revenue leadership.
