Leading global RevOps through change with Edie Cagle of SAS

What does it take to lead RevOps and sales compensation through meaningful change? Edie Cagle, VP of Global Revenue Operations at SAS, joins Forma.ai CEO Nabeil Alazzam to unpack the leadership realities behind compensation strategy, change fatigue, governance, and global consistency. They explore why incentives can’t solve every business problem, how trust is built with the field, and what RevOps leaders need to get right when strategy shifts fast.

How should you be leading RevOps when the business is moving fast, the field is fatigued, and compensation is expected to keep up?

In this episode of The Sales Compensation Show, Nabeil Alazzam sits down with Edie Cagle, VP of Global Revenue Operations at SAS, for a candid conversation about the operational and leadership realities that sit underneath sales compensation strategy.

Together, the two explore what RevOps leaders are really up against when organizations go through meaningful change. They discuss why change fatigue is often underestimated, why incentives cannot fix a weak go-to-market strategy, and why influence in RevOps depends on more than data alone.

The conversation also gets into one of the most debated questions in sales compensation: where comp should sit in the organization.

This episode is especially relevant for sales compensation leaders, RevOps executives, sales operations professionals, and anyone responsible for turning strategy into seller behavior at scale.

In this episode:

Why change management is a core RevOps responsibility
Why incentives won’t rescue a broken go-to-market strategy
What RevOps often gets wrong about influence
How to balance governance, fairness, and flexibility
What SAS learned about where compensation should sit
Why global consistency still needs local context