A CRO who reports to the CEO can set AI policy across every revenue function because they have peer-level authority with the CMO, CFO, and VP of CS. A CRO who reports into a VP of Sales or a CFO is structurally constrained to a silo. In other words, they can influence, but they can’t govern.
Revenue doesn’t improve because executives can see another dashboard. Revenue improves because someone acts on what they see. The insight itself isn’t the competitive advantage. The response is.
RevOps stepping forward as a strategic architect of growth is the headline underneath the headline. And the teams pulling ahead of that curve have unified the plan-to-pay motion enough that AI has something coherent to work with in the first place.
As Dr. April Larson’s experience demonstrates, the future belongs to organizations that treat change management and AI automation as a strategic advantage—not an afterthought.
Mental health shouldn’t be something companies acknowledge only during Mental Health Awareness Month. It should become part of how organizations manage risk—just like cybersecurity. When leaders intentionally build resilient employees, they also build stronger organizations.