Manish is the Chief Revenue Officer at BlueTree, India’s largest SAAS Product platform which empowers the external workforce with innovative lifecycle management solutions. At BlueTree, he is responsible for end-to-end revenue - pipeline, GTM, partner motions, and customer expansion - while aligning Product, Marketing, and Customer Support around outcomes. Over the last 20+ years, he has led P&L, new logo acquisition, account expansion, and global partnerships across IT-Tech, Telecom, BFSI, and Human Capital.

What is the remit and role of the chief revenue officer in your organization?

As a Chief Revenue Officer, I’m responsible for strategizing and managing overall revenue streams to charter profitable growth at BlueTree. It includes formulating growth strategies to acquire new clients, sales, customer success and forging partnerships. In addition, to manage client retention and increase customer lifetime value through upsell and cross-sell is the charter the roles carries.

What are the essential requirements for growth strategy mapping, continuous innovation, digital transformation and performance calibration across the enterprise?

Understanding and defining ICP (Ideal Customer Profile) is the most important start point. Identifying exactly which segments we would cater to, which buying centers and problem statements we will target in enterprises and then cascading all of that into clear revenue, product, and GTM objectives is the final step. Once decided and calibrated, this should form the base for growth strategy. It is also important to explicitly call for trade-offs.

Running a structured pipeline of prospects and their validations (uses cases, price points, pricing models, workflows, etc.) should continuously feed into strategy mapping and course corrections. This paves the way for continuous innovation from a GTM standpoint.

Running a large enterprise GTM engine always runs the risk of going astray. What is getting measured gets improved and hence CRM adoption is the key. That paves the way for performance calibration as it becomes a single point of truth for pipeline health, performance measurement and all cadence around performance reporting and dashboarding.

What data-driven insights and intelligence are essential to identifying growth areas and formulating sustainable growth strategies?

Product usage and deep insights around it. Focus on small data (individual user level data) in each of the important accounts and not large data (aggregate of all datapoints). This will help you understand the user workflows where the product is providing the maximum value.

Tracking segment and vertical wise usage and revenue mapping will help identify potential growth areas and pave way for further innovation.

Pipeline and deal intelligence, often not reflected in CRMs, should be captured as it forms the basis of tacit knowledge which the organization and specifically the revenue engine of an organization possesses. This also helps in pinpointing bottlenecks in complex enterprise cycles and refine the sales process.

Lastly, keeping an eagle’s eye on TAM and looking for external signs of shifting enterprise buying signals will ensure we capitalize on the next waves of enterprise demand.

What systems or processes do you have to anticipate, understand and react to new contenders, market disruption, geo-political, economic and technological change?

Having an always-on market and competitive intelligence function. A team of product specialists ensure that they are always outward looking, in addition to being deeply product focused. They look out for new entrants, new product releases, new functionalities in the wake of fast changing ground due to AI, category narratives and pricing moves. They feed this back to product teams and in addition help enterprise GTM teams sharpen their GTM strategies.

Which functional leaders and teams need to align and combine to execute growth plans and deliverables?

Chief Revenue Officer and Chief Product Officers must operate as a single function with intertwined agendas and outcomes. They form the spine of enterprise growth. As they mutually decide which product and segments to target after careful consideration. Sales function, Marketing function, Technology and Engineering functions, People function rolls up to either of them.

The CEO of an enterprise and the CRO jointly enforce certain alignments which are important for certain decision making like portfolio review, revenue forecast and trade-off decisions (which need to be pragmatically taken). CROs alignment with CEOs vision is the most important axis for enterprise growth.