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 GTM
• How to align top-down board targets with bottom-up GTM modeling
• Which metrics RevOps should own—and which belong to Finance
• What “joint planning” really looks like in practice
• How ARR and retention metrics drive enterprise value
• Why cadence, clarity, and relationship-building are non-negotiable

Seth London on LinkedIn:https://www.linkedin.com/in/seth-london/

Pipeline Visibility Cheat Sheet: ⁠https://www.getweflow.com/content/pipeline-visibility-cheat-sheet⁠

Janis 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 Misalign

00:02:30 What Seth Learned From Working in Both Worlds

00:07:00 How Meltwater Rebuilt the Planning Process

00:11:45 Translating GTM Plans into Financial Models

00:16:30 Weekly Cadence, Forecasting Rituals & Narrative Sync

00:21:40 What Makes FP&A a Champion vs. a Blocker

00:26:00 Metrics Ownership: Pipeline vs. Profitability

00:31:00 The ARR Debate, Gross Retention & CFO Buy-in

00:34:30 Final Thoughts & Reflections on Alignment