A Q&A with Oliver Yu on onboarding, market segmentation, and earning a seat at the table
In high-growth, high-expectation environments, RevOps leaders face a clear mandate: build systems that scale and drive measurable business outcomes. For Oliver Yu (LinkedIn), that mandate came with real urgency. As head of RevOps at Fusion Risk Management, a PE-backed company, he was responsible for turning strategy into results, quickly and repeatedly. Now Chief Growth Officer at QCSS Health, Oliver shares the thinking and operational discipline that helped him build a high-impact RevOps function from scratch.
Oliver began his career in consulting before moving into strategy and operations roles within tech. He led RevOps at Fusion Risk Management, scaling the team under private equity ownership, and now serves as Chief Growth Officer at QCSS Health.
Q&A with Oliver Yu
How do you define RevOps, and why does your second definition matter for strategic impact?
RevOps, as Oliver sees it, should be the group responsible for moving strategy into execution. It’s not just support, it’s the core of operational alignment.
“I think about it two different ways… The first is the people, processes, and technology that are needed to run an efficient and effective revenue organization. But I have another definition… the team that’s able to turn strategy into reality for a revenue team.”
What led you to transition from consulting into a RevOps leadership role at a PE-backed company?
Oliver originally interviewed for a chief of staff role at Fusion Risk Management, but the PE firm recognized his strategic background and knew that he was a perfect fit to build and lead the RevOps function instead. This tied directly to their value creation plan, and gave Oliver more functional ownership GTM to drive change and shape how the business would scale.
How did you approach onboarding and enablement to drive early sales team success at Fusion?
Oliver designed a two-week bootcamp followed by structured training, capturing the institutional knowledge of the founding team and sales leaders. He emphasized curiosity, fast learning, and trusting early indicators of fit.
“Even as I was learning, I was able to process the new information in a certain way that I saw some salespeople immediately latch onto, which bought me a lot of instant credibility with the sales leadership and larger team.”
“If you put the right processes in place to get someone onboarded, you should trust your gut and understand if someone’s going to be a good fit for the organization longer term.”
What was your framework for effective target market segmentation, and how did you operationalize it?
Starting with over 25 variables, his team tested and refined down to five that consistently correlated with high-value accounts. They then built those tiers into reporting, including win rates, churn, pipeline, and expansion metrics, to drive decisions across GTM.
How do you make sure reps stay focused on the right accounts, even after a segmentation model is in place?
When reps pushed back on territory assignments, Oliver turned to engagement data. If only a fraction of their assigned accounts had been touched, that was the starting point for coaching. The approach reframed prioritization as an evidence-based process.
What’s your strategy for building and justifying headcount growth in a RevOps team under a tight budget?
Each time he added headcount, Oliver could point to a clear set of responsibilities that were at risk of being dropped. He didn’t argue for hires by function, he showed what the business would lose without them and what new capabilities they would enable.
How can RevOps leaders earn and maintain a seat at the executive table?
He gained trust by combining data with direction. By bringing not just problems but proposed actions to the table, he became a reliable partner to cross-functional executives and earned the credibility to help shape strategy.
“I was able to build trust with them because I was able to identify here are the problems that I’m seeing… Here’s what I’m seeing in the data around the challenges, here’s how I think we can solve it, and here’s how I can help you accomplish that.”
Go Deeper
If you enjoyed this Q&A, check out the full conversation with Oliver Yu at YouTube or Spotify.
About AccountAim
AccountAim is the planning and analytics platform built for Strategic RevOps teams. With AccountAim, RevOps teams connect all of their fragmented GTM data, automatically snapshot and see trended changes over time, and build full-funnel reporting — all without SQL or data team support. Learn how Strategic RevOps teams use AccountAim to streamline forecasting, territories, cross-sells and more here.
