Learn the whole revenue system, in order.

Module 0

Orientation

1. 01 What GTM Operations Really Is Place GTM Operations as the umbrella revenue discipline, explain why it exists as an integrative device, and know what this course will make you able to do.

Module 1

Foundations: The Recurring-Revenue Business

1. 02 The Recurring-Revenue Factory Explain why recurring revenue runs like a factory, name its three goals, and say what that makes Operations responsible for.
2. 03 First Principles of Recurring Revenue Decompose ARR into acquisition, retention, and expansion, reason from the five first principles instead of by analogy, and build the decomposition trendline that shows the shift.
3. 04 Models, Systems, and Loops Read the business as models plus systems, place the six essential models in their static and dynamic stack, and tell an open loop from a closed one.

Module 2

Designing the Engine

1. 05 The Revenue Model Choose a monetization strategy and predict how it moves price, win rate, velocity, retention, and who carries the delivery risk.
2. 06 The Data Model: The Bowtie Model the entire customer lifecycle as one standardized, tool-agnostic Bowtie: eight sub-systems, a Mutual Commit knot, two domains, and the four growth areas on the right.
3. 07 The Metrics Spine: Volume, Conversion, Time Instrument any GTM motion with VM, CR, and Δt on the Bowtie, read leading versus lagging signals, and defend the metric definitions with a change-request process.
4. 08 The Mathematical Model Do the recurring-revenue math: compute GRR, NRR, and LTV, build a Growth Formula for a motion, and run discount and downturn scenarios on it.

Module 3

The GTM Operating System

1. 09 The Operating Model Diagnose where your means and methods have multiplied, and install the three-part operating model (Bowtie + Impact + SPICED) that makes them interoperable.
2. 10 SPICED and the Buying Center Run one customer-centric methodology across the whole lifecycle, qualify on impact over time and a critical event, map the nine buying-center roles, and plug MEDDIC or Challenger onto the same interface.
3. 11 The Growth Model Locate a company on the S-curve, name the revenue breakpoint and maturity phase it is in, and pick the KPIs that phase actually runs on.
4. 12 The Go-To-Market Model Select GTM motions from ACV and deal volume, and prove each one cost-to-serve fits the revenue it produces over the customer lifetime.

Module 4

The Operations Disciplines

1. 13 Pipeline Management and Deal Velocity Run a pipeline on observable exit criteria, read the CR3 by CR4 matrix to route the fix to the right desk, and clear zombie deals before they cost you the quarter.
2. 14 Forecasting Set coverage as a capacity gate, combine five inputs into one calibrated call, enforce forecast categories, and run the weekly cadence and daily snapshot diff that keep the number honest.
3. 15 Territory and Quota Design Carve territories and set quotas from capacity, not gut, and know why the data model under the map decides whether the number is real.
4. 16 Compensation and Incentive Design Point comp at the growth engine driving your next dollar, and separate acquisition from expansion pay before expansion starts costing you acquisition prices.
5. 17 Lead-to-Revenue: Routing, SLAs, and Handoffs Move a lead through the acquisition side of the Bowtie with speed and clean handoffs: route on a clock, run the Prioritization checkpoint, define MQL/SQL/SAL as contracts, and stamp the stages so the funnel is measurable.
6. 18 Deal Desk, Quote-to-Cash, and CPQ Ops Run pricing approvals and quote-to-cash as a measured throughput function that protects committed revenue without becoming the deal bottleneck.
7. 19 Customer Success Ops: Retention and Expansion Run the right side of the Bowtie as a system: sequence the CS motions, instrument time-to-first-impact and a predictive health score, and read GRR and NRR by motion.

Module 5

The Systems & Data Layer

1. 20 The GTM Data Model in Your CRM Turn the Bowtie into a real CRM object-and-field model held together by one data contract, so enrichment, routing, and reporting all read the same truth.
2. 21 Automation Architecture and Order of Operations Design GTM automation that runs in a known order, consolidates instead of proliferating, and stays debuggable: choose declarative versus code deliberately and respect the governor limits that make cascades fail.
3. 22 Integrations and the RevTech Stack Assign a system of record to every domain, choose a sync pattern that will not loop, and decide buy-vs-build one edge at a time.
4. 23 Data Governance and Quality Run a change-request process and a stewardship model that keep the data model trustworthy as it evolves, and read leading data-quality signals before the lagging ones cost you trust.

Module 6

GTM Analytics & Instrumentation

1. 24 The Hierarchy of Metrics Pick the right metric for the right altitude, define the six investor metrics with formulas and healthy ranges, and stop running daily operations on trailing, spoofable board numbers.
2. 25 Building the Bowtie Dashboard Turn the VM, CR, and Δt spine into a live operating dashboard, split leading tiles you steer on from lagging tiles you are graded on, and wire a closed feedback loop that fires before the delayed NPS survey ever lands.
3. 26 Cohort and Trendline Analysis Build a retention and LTV cohort, self-benchmark it with a polynomial trendline at R² near 0.98, and read the compound and denominator effects out of your own numbers instead of a benchmark deck.
4. 27 Attribution and Pipeline Analytics Reconcile two conflicting pipeline numbers to the dollar, name one governed source-of-record for sourcing, and read pipeline generation and funnel conversion (CR1-CR4) as leading indicators instead of arguing about credit.

Module 7

Running the System

1. 28 The Operating Cadence and GTM Council Install a weekly and monthly operating cadence that turns your dashboard into decisions, run on exceptions instead of recitation.
2. 29 Deploying Change: Think Big, Act Small, Move Fast Roll out an operating-model change with the Think Big, Act Small, Move Fast method: model stewards, 7 to 10 Moments That Matter at 10% each, and two-to-four-week coaching sprints.
3. 30 Enablement and Rep Productivity Split the sales team into its productivity cohorts, pick the right lever for each, and run coaching sprints that move the middle instead of babysitting the bottom.
4. 31 RevOps Org Design and the Operator's Career Structure the operations function as a process-centric integrative device rather than a stack of heroes, and map your own path from analyst to operator to leader.

Module 8

Capstone

1. 32 Capstone: Architect a Revenue Operating Model Assemble the six models into one operating model for a company: pick the Revenue Model, select motions, draw the Bowtie, build a Growth Formula with numbers, choose SPICED, set the metric hierarchy and dashboard, and install the cadence.