The R in DRIVE: Building a Roadmap with Traction

You've diagnosed the problems. You've documented what's broken, where ownership gaps exist, how adoption is still a problem, and why the forecast keeps missing.

Now comes the harder part.

Most RevOps roadmaps die in one of two ways: they try to fix everything at once or too quickly and overwhelm the organization, or they ignore the loudest voice in the room and create a political battle that derails the real work.

The roadmap isn't just a prioritized list of fixes. It's a sequencing strategy that balances business impact with organizational reality. Sometimes you have to address the loudest voice first. Not because it's the biggest problem, but because removing that distraction is what unlocks the space to tackle what actually matters.

Here's how to build a roadmap that gets executed instead of ignored:

1. Prioritize by Impact, and Account for Noise

Start with business outcomes: What fixes move forecast accuracy? Pipeline velocity? Win rates? Revenue per rep?

But also ask: What's creating the most friction and distraction? What's consuming leadership's attention every week? Which cans keep getting kicked down the line?

Sometimes by fixing the "smaller" problem that peppers every executive conversation frees you up to work on the foundation without constant interference. Some may call it political maneuvering, but I call it strategic sequencing. Unlock potential by removing distractions.

2. Build for Quick Wins + Structural Work

Don't lead with "we're rebuilding the entire sales process." That's a long slog that creates anxiety, skepticism, and fatigue.

Lead with a visible improvement in 30 days: better pipeline reporting, cleaned-up stage definitions, standardized inspection cadences, a streamlined approval process. Something people can see and feel, and understand how their data works for them.

Then, use that credibility to tackle the deeper structural work that takes longer but may matter more. Quick wins buy you the political capital to do the hard stuff.

3. Define What "Done" Looks Like

"Improve forecast accuracy" isn't a roadmap item. It's a wish.

"Achieve 90% forecast accuracy within +/- 5% variance by end of Q2" is a roadmap item.

It's specific about the outcome, the timeline, and how you'll measure it. The trick then is to make sure you’ve mapped out the steps to get there. A blanket wish is simple. Measure the now and agree to get to a point that’s feasible, not just a dream.

Vague goals create vague accountability. When no one knows what success looks like, no one can tell if you've achieved it or hold anyone responsible when you don't.

4. Get Executive Alignment on Trade-Offs

Your roadmap requires resources, time, and changes that some teams won't like. Don't present it as assumptions. Present it as choices:

"We can fix forecasting OR build the new lead routing system this quarter. Here is how each one can drive value right now. Which one is it?"

Make them prioritize with you. When people are included in the decision making process, they own a direct stake in not only the outcome, but the path to getting there.

5. Assign Owners for Each Phase

You can't execute the entire roadmap yourself. Don’t even try. You'll burn out or become the bottleneck.

Who owns data cleanup? Who's responsible for the new process training? Who builds the test cases? Who validates that the integration actually works?

Clear ownership prevents the "I thought you were doing that" conversation a couple weeks in. It also creates accountability across the organization, not just with you.

6. Build in Checkpoints, Not Just Launch Dates

Don't present a roadmap that's "done in six months." That's too long to course-correct if something goes wrong. You can create waterfall outcomes with agile checkpoints.

Build in bi-weekly review points where you assess: What's working? What's not? Where do we need to adjust? Updates via email or Slack can get decisions made asynchronously and not break the machine.

Roadmaps that allow for iteration survive. Rigid ones break when reality cannot match the plan.

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The roadmap is where diagnosis turns into action. But it's also where you earn trust by showing you understand not just what's broken, but how the organization actually works: the politics, the constraints, the attention economy.

Present a roadmap that's ambitious and realistic. Impactful but achievable. Sequenced in a way that builds momentum instead of resistance.

Without a roadmap, you're just a list of good ideas.
With one, you're the operator with a plan.