In MarTech’s “MarTechBot explains it all” series, we present a marketing question to our in-house MarTechBot, which is trained on the MarTech site archives and can also tap into the wider internet. Q: As martech, adtech and sales tech continue to merge, how should B2B companies reorganize their RevOps teams to prevent cultural silos while still preserving deep functional expertise? For years, the revenue “holy trinity”—Marketing, Advertising and Sales—functioned like adjacent countries separated by tall fences. Marketing lived inside the automation platform, Advertising in the DSP, and Sales in the CRM. But as we’ve noted, the technology stack is compressing into a single, unified “Revenue Stack.” The catch? You can unify your data in a Snowflake warehouse or a CDP, but if your teams remain split across different Slack channels, reporting lines and KPIs, the tech will never deliver full value. Here’s how B2B organizations should reimagine their RevOps model to succeed in this age of convergence. From “Support Function” to “Strategic Hub” Historically, Marketing Ops and Sales Ops acted as “fixers”—the folks you pinged when a dashboard failed or a lead didn’t sync correctly. In a converged world, RevOps needs to operate as a centralized, horizontal organization spanning the entire customer lifecycle. By extracting “Ops” from individual departments and consolidating them into a unified RevOps group that reports into a Chief Revenue Officer (CRO), you establish a single source of truth. This group becomes the “architect” of the revenue engine, making sure that a lead generated by an ad (adtech) is…