Seth London, VP of Revenue Operations at Meltwater, joins the podcast to unpack one of the most strategic (and misunderstood) relationships in GTM: the connection between RevOps and FP&A. With firsthand experience leading both functions, Seth shares how to bridge financial planning and go-to-market execution—without getting caught between the boardroom and the field.This episode is a practical deep dive into annual planning, metrics ownership, communication cadences, and building mutual trust between RevOps and Finance.We cover:Why most planning processes break down between FP&A and GTMHow to align top-down board targets with bottom-up GTM modelingWhich metrics RevOps should own—and which belong to FinanceWhat “joint planning” really looks like in practiceHow ARR and retention metrics drive enterprise valueWhy cadence, clarity, and relationship-building are non-negotiableSeth London on LinkedIn:https://www.linkedin.com/in/seth-london/Pipeline Visibility Cheat Sheet: ⁠https://www.getweflow.com/content/pipeline-visibility-cheat-sheet⁠Janis on LinkedIn: ⁠⁠⁠https://www.linkedin.com/in/janiszech ⁠⁠ ⁠ Phillip on LinkedIn: ⁠⁠⁠https://www.linkedin.com/in/philippstelzer ⁠Chapters:00:00:00 Intro & Why FP&A and RevOps Often Misalign00:02:30 What Seth Learned From Working in Both Worlds00:07:00 How Meltwater Rebuilt the Planning Process00:11:45 Translating GTM Plans into Financial Models00:16:30 Weekly Cadence, Forecasting Rituals & Narrative Sync00:21:40 What Makes FP&A a Champion vs. a Blocker00:26:00 Metrics Ownership: Pipeline vs. Profitability00:31:00 The ARR Debate, Gross Retention & CFO Buy-in00:34:30 Final Thoughts & Reflections on Alignment

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