Increasingly, the answer is the least glamorous line item in the portfolio company: its revenue data. Practitioners call it revenue data debt, and it has a direct cost: budget allocated to channels that do not produce, deals leaking at unmeasured handoffs, and a board pack nobody fully trusts. Fixing that is the discipline of revenue operations: one framework unifying marketing, sales, customer success, and finance around shared definitions, shared data, and shared accountability for revenue. Revenue operations monetizes demand a portfolio company already has; it does not manufacture product-market fit, rescue a broken pricing model, or substitute for a real go-to-market motion. They are the ones whose portfolio companies could tell them, by day one hundred, exactly where every dollar of revenue came from.