A ready-to-use RACI matrix covering 12 revenue processes and 7 functional roles. Stop arguing about who owns what.
Most revenue operations problems are ownership problems. Deals stall because nobody owns the handoff. Invoices go out wrong because nobody owns the data transfer. This RACI template assigns clear Responsible, Accountable, Consulted, and Informed roles for every cross-functional revenue process.
Most revenue operations problems are not strategy problems. They are ownership problems. A deal stalls because nobody owns the handoff between sales and legal. An invoice goes out wrong because nobody owns the data transfer between CRM and billing. A commission is disputed because nobody owns the reconciliation between booking and recognition.
A RACI matrix assigns four levels of involvement to every process: Responsible (does the work), Accountable (owns the outcome), Consulted (provides input before a decision), and Informed (notified after a decision). When every revenue process has a clear RACI, ownership disputes disappear and handoff failures become visible before they become expensive.
| Abbreviation | Role |
|---|---|
| Sales | Account Executives, Sales Managers |
| Sales Ops | Sales Operations, Deal Desk |
| Finance | Controller, FP&A, Accounts Receivable |
| Legal | General Counsel, Contract Managers |
| Delivery | Professional Services, Customer Success, Implementation |
| Analytics | BI, Data, Revenue Analytics |
| Leadership | CRO, CFO, VP-level and above |
Assigning inbound and outbound leads to the correct rep based on territory, segment, or round-robin rules.
| Role | Assignment |
|---|---|
| Sales Ops | R — Configures and maintains routing rules |
| Sales | I — Receives assigned leads |
| Analytics | C — Provides data on routing effectiveness |
| Leadership | A — Approves routing logic and territory definitions |
Determining the price for a specific deal, including standard pricing, volume discounts, and custom terms.
| Role | Assignment |
|---|---|
| Sales | R — Proposes pricing based on buyer conversation |
| Sales Ops | R — Validates pricing against price book and margin thresholds |
| Finance | C — Consulted on non-standard terms or payment structures |
| Leadership | A — Approves deals outside standard pricing authority |
Reviewing and approving contract terms, redlines, and non-standard legal language.
| Role | Assignment |
|---|---|
| Legal | R — Reviews contract, negotiates redlines |
| Sales | C — Provides deal context and buyer requirements |
| Sales Ops | I — Tracks contract status and turnaround time |
| Finance | C — Consulted on payment terms and revenue recognition implications |
| Leadership | A — Approves contracts above a defined value or risk threshold |
Generating and sending invoices after contract execution, with correct amounts, terms, and billing details.
| Role | Assignment |
|---|---|
| Finance | R — Generates and sends invoices |
| Sales Ops | C — Ensures deal data (amount, terms, billing contact) is complete in CRM before close |
| Sales | I — Notified when invoice is sent; available for buyer escalation |
| Delivery | I — Notified of invoicing status for milestone-based engagements |
| Leadership | A — Owns invoice accuracy and timeliness metrics |
Tracking outstanding invoices, sending payment reminders, and escalating overdue receivables.
| Role | Assignment |
|---|---|
| Finance | R — Manages collections cadence, sends reminders, tracks aging |
| Sales | C — Engaged for relationship escalation on overdue accounts |
| Sales Ops | I — Informed of collection status for pipeline and forecast context |
| Leadership | A — Approves write-offs and escalation decisions above threshold |
Producing a forward-looking revenue projection based on pipeline, historical patterns, and committed deals.
| Role | Assignment |
|---|---|
| Sales | R — Provides deal-level forecast input (commit, best case, upside) |
| Sales Ops | R — Aggregates forecast, applies historical adjustments, produces forecast report |
| Finance | C — Reconciles sales forecast with financial plan; flags discrepancies |
| Analytics | C — Provides trend data, conversion rates, and model inputs |
| Leadership | A — Owns final forecast number presented to board or investors |
Calculating and paying sales commissions based on closed deals, quotas, and compensation plans.
| Role | Assignment |
|---|---|
| Sales Ops | R — Calculates commissions based on plan rules and deal data |
| Finance | R — Validates commission calculations, processes payments |
| Sales | I — Receives commission statements; raises disputes within defined window |
| Legal | C — Consulted on plan design and dispute resolution |
| Leadership | A — Approves commission plan design and exception requests |
Defining and assigning sales territories by geography, segment, account size, or other criteria.
| Role | Assignment |
|---|---|
| Sales Ops | R — Designs territory model, assigns accounts, maintains rules |
| Sales | C — Provides field input on account coverage and capacity |
| Analytics | C — Provides market data, account scoring, and coverage analysis |
| Finance | C — Consulted on quota implications of territory changes |
| Leadership | A — Approves territory model and resolves disputes |
Establishing individual and team sales quotas for a given period based on targets, capacity, and territory potential.
| Role | Assignment |
|---|---|
| Sales Ops | R — Models quota allocation based on territory, historical performance, and capacity |
| Finance | R — Sets top-line revenue target that quotas must support |
| Sales | C — Provides input on achievability and ground-level market conditions |
| Analytics | C — Provides historical attainment data and segment growth rates |
| Leadership | A — Approves final quota assignments |
Assembling the data, analysis, and narrative for quarterly business reviews with customers or internal leadership.
| Role | Assignment |
|---|---|
| Sales | R — Owns customer QBR content and relationship narrative |
| Delivery | R — Provides delivery metrics, project status, and outcomes data |
| Analytics | R — Builds data package (usage, adoption, Return on Investment (ROI) metrics) |
| Sales Ops | C — Provides pipeline, forecast, and operational metrics for internal QBRs |
| Finance | C — Provides revenue, margin, and cash collection data |
| Leadership | A — Owns QBR agenda and ensures follow-up actions are tracked |
Evaluating complex, non-standard, or high-value deals that require cross-functional approval before execution.
| Role | Assignment |
|---|---|
| Sales Ops | R — Coordinates deal desk review, prepares deal summary and risk assessment |
| Sales | R — Presents deal rationale, buyer context, and competitive positioning |
| Finance | C — Evaluates margin impact, payment terms, and recognition timing |
| Legal | C — Assesses contractual risk and non-standard terms |
| Delivery | C — Confirms delivery feasibility and resource availability |
| Leadership | A — Makes approve/reject/modify decision |
Identifying, preparing, and executing contract renewals for existing customers.
| Role | Assignment |
|---|---|
| Sales | R — Owns renewal conversation, negotiation, and close |
| Delivery | C — Provides customer health, adoption, and satisfaction input |
| Sales Ops | R — Tracks renewal pipeline, triggers renewal process at defined interval (e.g., 90 days before expiry) |
| Finance | C — Consulted on pricing changes, term adjustments, and revenue impact |
| Leadership | A — Approves renewal terms that deviate from standard and owns overall retention target |
Start with the 3-4 processes that cause the most friction today. Do not try to implement RACI for all 12 processes simultaneously. Pick the ones where ownership disputes are most frequent or most expensive, complete the RACI, publish it, and enforce it for one quarter before expanding.
Name people, not departments. A RACI that says "Finance is Responsible" is useless. A RACI that says "AR Manager (Jane Smith) is Responsible" is enforceable.
Review quarterly. Roles change. People change. Processes evolve. A RACI that is not maintained becomes a historical artifact, not an operating tool.
Use disagreements as signals. If two departments cannot agree on who is Responsible for a process, that disagreement is the problem the RACI is solving. Do not avoid the conversation — that conversation is the work.
If completing this RACI surfaced more questions than answers — if you found processes where nobody owns the outcome, or where three teams all think they are Accountable — that is the diagnostic finding.
An advisory session will walk through your completed RACI, identify the highest-impact ownership gaps, and build the handoff protocols that turn role clarity into operational execution.