Daniel Torres

Daniel has been leading Revenue Operations informally for eighteen months before Marcus Webb formalises his authority. His direct observation when Marcus initiates the specialisation conversation — "I have been making these decisions for eighteen months; the only difference is that you have been the signature on all of them" — is the publication's most compressed statement of what happens when authority structures are designed for a prior stage and have not been updated to reflect the current one.

He is also the person who asks Elena Costello the question that leads to the benchmarking investigation: "How do we know if our RevOps efficiency is actually good, or if it just looks good because we are comparing ourselves to ourselves?" The question is more sophisticated than its phrasing suggests. It distinguishes between improvement, which is a relative internal measure, and competitiveness, which is a relative external measure. Most operations dashboards measure the former and assume it implies the latter.

His appointment as process owner for Anchor's customer onboarding process — and the investigation he runs in his first month that finds thirty percent of the average onboarding timeline sitting in three transitions rather than three steps — is the case study that anchors the Process Owner Charter framework.

What he is known for: The customer onboarding redesign that reduced signature-to-go-live from 52 days to 34 days by addressing transitions rather than steps. The benchmarking question that leads to Elena's industry-specific comparison work. The authority map conversation with Marcus that becomes the template for all three specialisation appointments.