Sales and Ops: Two Sides of the Same Coin (and a Neighborly Conversation)

This idea sparked during one of those classic front-yard conversations with my good friend and neighbor, Matt Haines , the COO of Mainstreet DBAs, a rapidly (like on a rocket rapid) growing IT company. We’ve covered every topic under the sun, from the joys of raising our awesome kids to the latest in business trends. But recently, our conversation took a turn that got me thinking deeply about the often-overlooked dynamic between sales and operations.

Matt is an operations guy to his core, with a sharp mind for sales and marketing. Meanwhile, I live and breathe sales and marketing, with just enough ops knowledge to be dangerous. You can imagine the kind of spirited discussions we have! It’s easy to see why sales folks like me might think, “I’ve sold it; now just get it done!” But Matt often reminds me that there’s much more to the story. Margins, timing, capacity, legalities to name a few—those aren’t just details that ops needs to handle; they’re the very foundation that ensures we can deliver on what we’ve sold.

Our conversations have been a revelation for me. They’ve helped me see that selling your way out of a problem might feel like a win, but if the underlying issues in operations aren’t addressed, it’s only a temporary fix. It’s like watching a magician pull a rabbit out of a hat—impressive, but what happens when the hat has a hole in it?

Selling your way out of a problem is fantastic for bringing in quick revenue, but what happens when the sale is done, and you’re back to facing the same internal issues that got you there in the first place? That’s where the real work begins.

Let’s break down the pieces that matter:

• Smooth Operations: If your team isn’t working together seamlessly, it’s like trying to assemble a puzzle with missing pieces. Sure, you might get close to finishing it, but it’ll never be complete.
• Concise Communication: Ever played a game of Telephone? The message gets garbled as it passes along. In business, clear communication ensures everyone is on the same page and moving toward the same goal.
• Team Synergy: Selling can be a solo sport, but sustainable growth is a team game. Ignoring personnel issues is like driving with the parking brake on—you might get somewhere, but not as efficiently or effectively as you could.

And here’s the kicker: This realization didn’t just make me a better sales person; it made me a better collaborator. Working closely with our CGO (Chief Graphics Officer), John Herbstreit , I’ve learned the value of having operations in sync with sales. When we bring in new work, it’s not just handed off and forgotten. It’s integrated into our ecosystem of services, working in parallel to deliver projects efficiently, helping clients get to market faster while they stay focused on building their brands.

This isn’t just a benefit for our clients; it’s a game-changer for our sales team too. When operations and sales are aligned, we’re not just selling ourselves out of problems—we’re setting up long-term solutions that make sure our business doesn’t just survive—it thrives. That’s why we’re crushing it!

So next time you find yourself tempted to sell your way out of a problem, ask yourself: Am I addressing the root cause, or just putting a Band-Aid on a broken bone? Because while selling can get you out of a jam, fixing the underlying issues is what’ll keep you out of one.

#romelli #BusinessGrowth #SalesStrategy #TeamSynergy #OperationsExcellence #Leadership #BusinessSuccess #SalesAndMarketing #Collaboration #SustainableGrowth #WorkplaceCulture #OlberdingBrandFamily