Sales Ops and RevOps
Planning job
Define territories, whitespace, account priority, and forecasts from market and account signals.
What they needed
Source quality, freshness, account rationale, match status, and criteria they could defend.
Turning market signals into trusted GTM decisions
I designed planning workflows that helped GTM teams size markets, prioritize accounts, and act on LinkedIn data with confidence.
- Company
LinkedIn- Product
- LinkedIn Sales Insights
- Audience
- Sales Ops, RevOps, Marketing, GTM leaders, CRM admins
- Role
- Core experience and integrations designer with two PM partners
Why
The opportunity
Sales and Revenue teams had access to more market, company, and relationship data than they could reliably operationalize. Sales Insights could turn that data into a trusted planning workflow across reports, sources, account lists, matching, CRM automation, and downstream Sales and Marketing workflows.
Planning needed confidence
Sales Ops and RevOps teams were making decisions that affected territories, campaigns, CRM records, and rep focus. The product had to show why a recommendation was worth trusting.
Data trust was the product experience
Source clarity, account matching, freshness, unresolved records, and field mapping were not setup details. They were the moments where users decided whether the system could touch operational data.
Insight had to move into action
A report became more valuable when its account logic could extend into exports, CRM workflows, Marketing activation, and Sales Navigator execution without every team rebuilding the criteria.
Problem frame
How can GTM teams identify the right accounts and move that decision into action?
Personas
The same account model had to support multiple GTM teams
Each team entered through a different job, but they all needed to trust the same account logic before moving into planning, CRM, Marketing, or seller execution.
Marketing and ABM teams
Planning job
Turn account strategy into campaign audiences without rebuilding the same list logic in another tool.
What they needed
Shared definitions, clean export paths, and confidence that Sales and Marketing were acting from the same target-account model.
CRM admins and operations owners
Planning job
Protect systems of record while using LinkedIn data to improve matching, field mapping, and sync quality.
What they needed
Visible review states, exception handling, permissions, match confidence, and proof of what would change downstream.
GTM and Sales leaders
Planning job
Align teams around which accounts mattered, why they mattered, and where sellers should focus.
What they needed
Readable summaries, comparable segments, decision rationale, and handoff paths into seller workflows.
Role and scope
My role and scope
Product partnership
Partnered with two product managers: one focused on core experience and one focused on integrations.
Product maturity
Improved the product's usability and coherence during the maturity phase after launch, when Sales Insights needed to move from promise to repeatable planning workflows.
Experience scope
Designed across reports, sources, personas, account lists, exports, CRM-connected workflows, and Marketing/Sales handoffs.
Integration workflows
Framed integrations as first-class UX, including setup, permissions, matching, field mapping, progress, exception handling, and completion states.
How it unfolded
From ambiguity to product direction
Move beyond data access
Sales Insights needed to become trusted inside enterprise planning cycles, not simply expose more data.
Clarify the product model
Sources, reports, personas, account lists, exports, and sync states had to feel like one planning system.
Explain automation
Matching, field mapping, sync status, and exceptions made downstream automation understandable.
Bridge planning to action
Validated account lists carried planning decisions into CRM, Marketing, and Sales Navigator.
Product story
Selected product moments
Core report
Market sizing needed to become a decision workflow
The report surface carried the main planning job: define a market, apply account filters, compare personas, review account-level signals, and decide which segments were worth action. The design challenge was making dense company and member data readable enough for high-stakes planning.
Key surfaces
Reports, sources, filters, personas, segment highlights, geographic data, growth signals, relationship-strength data, and export paths.
System model
Sources, reports, and exports had to feel like one product model
Sales Insights worked best when its layers felt connected: sources shaped reports and insights, reports produced account lists, and account lists moved into exports or integrations. The architecture mattered because planning outputs needed to become operational assets.
Key surfaces
Reports, Sources, Exports, CRM match rate, account matching, review states, and source-connected report creation.
Trust and automation
CRM automation needed visible review, status, and exception handling
The integration work mattered because it moved insight into systems of record. Matching accounts to LinkedIn companies, mapping fields, exporting, syncing, and handling errors had to be transparent enough for Sales Ops and CRM owners to let automation change operational data.
Key surfaces
CRM and CSV onboarding, match confidence, unresolved records, field mapping, export confirmation, sync progress, and exception handling.
Activation bridge
The account list became a bridge between Sales Ops, Marketing, and sellers
The strongest product value came from connecting insight discovery to operational execution. A target-market hypothesis could become a prioritized account list, then move into CRM, ABM campaign planning, or Sales Navigator execution without every team rebuilding the criteria.
Key surfaces
Strategic prioritization, whitespace, territory planning, ABM planning, and Sales Navigator handoff.
Experimentation
Experiments helped test the next product direction
Alongside the core experience work, I partnered with engineering and PM to explore experimentation initiatives that could clarify the product's next direction. The main effort was a product redesign: we prioritized the surfaces most likely to affect planning confidence, tested concepts early, and used those learnings while shaping the overall product experience. Other explorations looked at how LinkedIn Campaign Manager could connect Sales Ops account lists to the audience lists Marketing teams used for campaign activation.
Key surfaces
Core product experiences and Campaign Manager integration exploration.
Decisions
The tradeoffs that made the work stronger
01
Design for planning confidence, not data density
Sales and Revenue teams were making decisions that affected territories, campaigns, CRM records, and rep focus. The interface needed to show source, recency, rationale, and match confidence so dense data could become a decision teams trusted.
02
Make the product model clear
Sales Insights could easily feel like disconnected dashboards. The experience needed a clear model: sources feed reports, reports create account lists, and account lists move into exports, syncs, campaigns, and seller workflows.
03
Treat integrations as core UX
CRM connection, CSV import, field mapping, and unresolved account matches were not setup details. They were trust moments where users decided whether automation could safely write to operational systems.
04
Bridge strategy to execution
The value of a report depended on whether Marketing, Sales leaders, CRM admins, and sellers could act on the same account definition without rebuilding the logic in another tool.
Outcome
What the product made possible
- GTM teams could turn LinkedIn data into accountable planning decisions instead of treating signals as standalone dashboard insights.
- Sales Ops and RevOps users had clearer ways to evaluate source quality, match confidence, review states, and exceptions before data moved downstream.
- Reports, account lists, exports, CRM workflows, Marketing activation, and Sales Navigator handoffs became parts of one connected planning system.
Takeaway
Sales Insights connected market strategy to coordinated Sales and Marketing action through a shared account model.
