Name: Owning the GTM truth
Uploaded: 2026-02-19T20:30:10.793Z
Duration: 59 min 44 s
Description: Owning the GTM truth

Transcript for "Owning the GTM truth": Hello, everyone, and welcome to this webinar. I'm Nadia Davis, VP of Marketing of CalibreMind. CaliberMind is a go to market intelligence and multi touch attribution platform for enterprises. And today we have an exciting topic to talk about owning the GTM truth. Before we go into the session, I think it's going to take probably a couple of minutes for people to stream in. So I would love for those of you who are here, I think we're gonna have a global audience today, to just let us know where you're joining from, and I'll get started. I'm located in Atlanta, Georgia. We're south. We're going into the spring vibes. We already got 60 degree weather today. 60 degrees in Celsius. They'll probably be somewhere between 15 to 16 if my math doesn't let me down. Saint Louis, Missouri. I actually worked for a company from Missouri. Hello. Canada. Canada. Cold. Hopefully, you guys are going into the spring. Columbia, South Carolina. That's not far. Salt Lake City. Poland, 8PM. Thank you for giving us your evening. 8PM is a that's really a commitment to the topic. We got Maryland. We got Atlanta. Oh, I got someone in Atlanta. Egypt. Wow. That's that's a new one. Thank you. Thank you for joining. Alright. So the topic of today, and I will start sharing my screen, is essentially this new term that overtook everything in the business world, the go to market term and owning the go to market truth. And in a lot of cases, it's multiple teams that are responsible for this go to market truth. And the way I'm thinking about the topic, we will talk about shaping the narrative within your organization of what this, you know, ownership of revenue is. We'll talk about all of the algorithm stuff, and we'll talk about driving the bottom line and owning the outcomes. And I got an exciting topic for you today, guys, that essentially was laid out in three in a trilogy, which is three white papers that I recently released. In my entire life, I spent in demand gen, in different roles, revenue marketing, demand gen, I led marketing operations for some time. So none of the complexities and all of the, you know, system and data, none of that is lost on me, and I feel like it accelerated over the last couple of years exponentially. So I kinda shared my thoughts on all of this in this trilogy that we recently released, marketing means business. And, you know, this trilogy touches on multiple teams within the go to market organization. It's revenue ops. It's marketing ops. It's even sales ops. It's marketing leadership, the people that have to hold the microphone and announce to the business how they're moving the needle for the organization. Right? So you can download this. I am also a data analytics nerd, I guess, that would be the word. I, you know, spent my entire life obtaining all sorts of certifications for different things to make sure the systems connect so you can tell that story. So we'll touch on something in the world of data as well. So I feel like the general state of marketing today I mean, you can name it, you know, the AI everywhere, and that would be true. But if we look at something else, if we look at something that actually moves the go to market needle, that's this never ending buyer's journey. Right? And it's really hard to track this buyer's journey and hard to articulate to others within the business of what it takes to close an account, to win an account, right? So people understand it as if it's a linear thing. You go from a button click to a purchase, and it would be nice if it was that. And actually, it was that twenty years ago. So we, like, got all excited about, you know, digital tracking and digital marketing, digital analytics, but then it got exponentially more and more complex. So, you know, what really happens, people see you in so many places. I mean, it could be, you know, a webinar just like this, could be an event, could be, you know, a community that somebody joined and was a part of a conversation where your brand came up. Right? And that becomes that pivotal point where they start thinking about you, you're top of mind, and when the time comes, it's one of these really important touch points that you can, hopefully, you can, or sometimes, you know, you are not tracking that lead to the purchase. And, you know, for you in RevOps, like, you know, why are we even having this conversation? And we're having this conversation because you're the hinge between your sales team, between your marketing team. You're the person who can articulate things to the finance team, so you're truly at the heart of this all. And when you see different teams struggling with, you know, their domain, if you understand, empathize, and kind of can predict what it is that they're trying to accomplish at the end of the day, you can be this invaluable person to help them, you know, tell the story, find the numbers, and articulate what they're trying to communicate to the business. And, you know, revenue teams sit on mountains of data. The data comes from all the systems, some of it is connected, some of it is just out there in the Right? And people come to you and ask questions. Well, based on everything that you're seeing, you know, pull this report, pull that report, you know, look at something else. Where should we invest? What's working? You know, how what's moving the needle for the business? And in the ideal world, you can tell that because everything is connected and everything is within the same, you know, plane. But in reality, a lot of those systems are siloed. The stat that I remember, this was Scott Brinker, the godfather of Martech, if you want to look him up for those of you who are not familiar with him. One of the stats on the state of Martech and technology that he articulated in his report, he said that 62% of marketers and revenue operations and marketing operations fall falls into that world struggle with data integrations. So, like, six out of 10 people have challenges bringing all this data together to answer these questions. Right? And, of course, this is the truth. You know, there's more tech. There's new tools coming out every single time, almost every single day. There's more channels. There's more data. Your sales team decided to change territories. Hooray. Great. New salesperson got added to the team, so the territories get reassigned. You have to remap everything. New SKU items get added. New product lines get added. Right? Your marketing team decided to switch from 6¢ to demand base or the other way around or just go with something else altogether. You're talking about different, you know, segments of the market that you wanna go after, that you wanna reach. Right? And this constant state of change, I don't know if anybody feels like that, but sometimes I just feel tired. Like, when is will this stop changing? And it never will. This change will continue. Which if you account for all of these complexities, if you as the RevOps team, you know, look around the corner and think of flexibility and kind of architecting everything that you do to help marketers articulate their value, you will be ahead of the game. And a lot of marketers are very much under this microscope. Right? I mean, call it trust gap, call it whatever. But I saw the stat from Gartner where they said seven out of ten marketers or marketing leaders are challenged with measuring ROI. Maybe they come to you and ask for that stat and say, can you help me find out what that ROI is? And seven out of 10 don't feel confident. The other stat is even more troublesome that, you know, more than six out of 10 CEOs don't really trust their marketing leader. And I think that comes from the fact that marketing is like this most dynamic role within the business, where you touch data, you touch, you know, art, it's art and science, you touch creative, and it's all within one person's domain. When in reality, our backgrounds are not necessarily, you know, span this whole ecosystem of, you know, creative in numeric stuff. So, I mean, what does this leave you? Like, I mean, I know everything that I have described. You guys have heard from me in different other places. Like, none of this is new to you. So what does this leave you? Like, we can complain about it. We can join webinars and breakout rooms and just say how horrible it is and fast the change is. And it's just it's just exhausting. And it's true. Right? Or you can start looking around, figuring out how do I solve for this? And I'm not talking necessarily about buying more technology, like that's a different conversation. We'll touch on that. But it's rather how do I help my business and my go to market cross functional teams like sales and marketing focus on what matters? How do I help them build towards that north star? And how do we get to the point where everybody speaks the same language? So with this, I'm going to pause, and I want you guys to play a game with me, if you don't mind. Martina, if you want to open the first poll, we got a question that will help me with the narrative, and it will kind of help us gauge the temperature in the room. And it would be in the polls question on your I'm sorry, in the polls tab on your right. So with this state of marketing and go to market ecosystem, as we move into 2026, what is the single biggest silent fail for your team? Whether it's, you know, data that and the challenges with the data that I described, whether it's moving beyond, like, the the high level KPIs that sometimes people call them vanity metrics. Then we have the the the tech stack problem, right, and integrating all of the tech stack into one single source of truth. Or maybe it's lack of dedicated resources where you feel like you're on the island and there's more work than you can get through in a day. So there are different options in there. There's more, spending time q and a ing, difficulty showing the work, or maybe it's all of the above. So I would be curious to see where you guys are. So let's let's give everybody just a second here to see how the poll comes back. And, Martina, if probably we wanna show the results maybe in the next twenty seconds or so, we'll see where the crowd is. Because I think the sentiment of complexity and being overworked and having more questions than what you can actually get to meaningfully, it's true for many people. So let's see if we got poll results. Martina, do you wanna bring this up? Alright. So if you guys get through the answers of the polls, you will see that there is a split. Right? And what I described is so true for different teams depending on, you know, how much input you provide into the sales conversations conversations. So I will continue with the presentation. And the reason this very much speaks to the results of the poll, the reason why there's so much diversity in how people kind of approach the biggest challenge and what they focus on is because you have different stakeholders and you have different priorities. So finance, treat everything as black and white. Right? Money in, money out. You cannot blame them. That's their world. They measure things in dollars. They give dollars to different departments in form of the budget, they measure output in dollars. And the question of what's the ROI from them is very natural because that's their domain. You have sales that operate in the same world. You either have pipeline or you don't have pipeline, right? So that's why they would ask you very point blank question of, can you help me understand what's happening here? And then you have marketing, which is a little bit of a different animal, also part of the go to market team. But when people ask you what's working, essentially, you're charged with translating marketing engagement, which that's what we all drive. Like us marketers, we drive engagement that, you know, later translates into into pipeline, but it's behaviors that you're trying to influence. So you collect a lot of marketing data. It's murky. It's messy. It's so hard to tame and bring together. So sometimes you can't even tie that to, you know, an ROI unless an opportunity gets open. So this, you know, diversity of the ecosystem in which you reside pretty much explains why there's so much, you know, finger pointing and asking the questions is because, like, from the empathetic standpoint, right, like, I put myself in their shoes, like, I understand how their world works. It's black or white. We're dealing with a world of gray. Like, if you don't have that world of gray, then nobody will know about your product or solution. So, yes, they understand they have to have marketing. But the questions that they ask are very much in line with how their their world operates. So let's go to a QBR. Let's pretend all of us are going to a QBR and marketing presents, of course, we're the ones holding the microphone and hopefully the megaphone to tell the business how great we did. And RevOps is the team that we go to to ask to pull reports, and we wanna make sure everything aligns with the sales reporting and everything. So think of the last time you were asked to help marketing build out a deck, or maybe you're a marketer in this group and you were the one building the deck for QBR. Did it look like this? And if it did, I will tell you, for the next QBR, don't do it again like that. Why? Like, look how good we did. We drove 9,000 visitors to our website. We had this many downloads from the resource center, and we all captured all of those downloads in our Salesforce, and we pat ourselves on the shoulder. Look how busy we were for the last quarter. We had many registrants to our events. We got so many campaigns launched. Now pretend you're the salesperson. You look at it and say, and? Like, how does this help me? What does this all mean? And then you you kind of go back into your marketing shoes and you realize, well, they're kind of right. They don't this doesn't tell the story. Like, so what? I did so many things. What's the meaning behind all of them, right? I have not thought about, even within my marketing team, how do these numbers help all of these people that do cross functional stuff? So if I am the demand gen person or revenue marketing person, how does any of this help my content person to tell them, you know, what they should focus on? How does any of this help my BDRs to understand who they should go after? Who are all these leads? You know, are they the right accounts, the wrong accounts? So I think you get the point. All of this is very much like input output, but this does not really tell the story, and we kind of set the objective of this webinar to figure out how do we own the narrative even within our company that, you know, what we're doing is meaningful. None of this really speaks to the to the currency that the rest of the go to market team evaluates effectiveness in, just revenue. Like, this is still middle level. So, you know, we don't wanna do webinars this way, but how do we do them? So what I'm proposing, this is also in the trilogy that I showed you early on, a framework that we called MAP, Wrap, Gap, and we just like the way it rhymes. You know, this is not by design or anything. But, ultimately, if you think about all of those stats that I showed you in the previous slide, right, and what if you were to figure out and map your marketing metrics in a way where they align to ultimate goals of the business? So the business says, we want to create, I don't know, $5,000,000 in net new revenue. You start looking back at what you just reported. How does that align? And I'll show you how it aligns in a minute. How does this align to the revenue? Right? So that's you mapping. Then you wrap those numbers in a story, and maybe you're closer to the systems and closer to the data. You can help your marketing leader to wrap those numbers in a story that adds value to what you do. Right? So wrap those numbers in a story, and then use gap analysis to understand what is there that's missing to help kind of tell this story and, you know, make sure that everything is covered in a way that everybody else kind of aligns with, right? So let's kind of get down to the numbers, and let's, you know, the way I would look at the slide, and for all of you to read the slide, we separate the tiers at which we report into tactical level, right? So that's IC level, IC individual contributor. So that's anything that's below that line on the left. Then we have marketing KPIs, that's functional leaders, like if that's your demand gen leader, that's your content leader, that could be your revenue marketing leader. And then you have the highest level within the org, which is your c level or VP level, where those people, you know, report into the CEO and the executive suite and the board. So let's pretend for the sake of having the round numbers and doing math easily, we were charged as a business to drive $1,000,000 for net new revenue. And the CEO said, we're going to split this effort fifty fifty between marketing and sales. Well, there could be some nuances, there could be conversation of credit, but what we are after here is for you to think strategically through a framework, whatever the split could be, right? So on the marketing side, okay, so that's 500,000 that I have to drive. So knowing that my average opportunity size is $10,000 let's pretend, right? That translates into 50 opportunities. That's what I need to bring throughout the year for me to hit my number. Out of a sudden, those 50 opportunities, you know how they get started, right? You know where you're if you're in a SaaS world, for example, right? In a lot of cases, it's a demo form field. So you know where your demos come from. If you're in a different world, you know that, you know, events drive leads or drive conversations. So then you kind of, you know, spread it out over the tactics. So you decide, okay. What does that 50 equate to? It's 50 15 demo form fields, 12 webinars, 13 live events, and meaningful conversations that come from there as long as I can track them. Right? And then there's email and maybe web content that would get so many from there. So out of a sudden, the webinar I'm sorry, the QBR got a meaning in how you report. So if you go to the QBR and say, well, this is how, you know, all these different channels perform. So all the people on your marketing team that are responsible for that, you have content people, you have email marketing people, you have, you know, live events people that drive those things, out of a sudden, you gave them a North Star at the tactical level. And you said, this is what I expect from you. And for you to do a good job on this team, this is what we want because we're all building towards this common goal. That's a very different output than you come and report how many things you did, you count them on your fingers. So in you know, if you try to help your marketing team or your marketing leaders or your functional leaders to think about their contribution to the total business goal in this way and of course, the data is the challenge, to bring all of this together, to append things, to make sure you can track things. That's absolutely true. But if you help them think in this way, you become irreplaceable because you're the strategic adviser. Right? You go beyond report pulling, and you become the person also who helps the marketing leader think in ways that actually meaningfully resonate with the sales team. Okay. Great. All of that is conversation level. We all got the idea. So what should we do about it? And this notion of the race to revenue, to me, it just proliferates over the first two quarters of the year every single time because most businesses are trying to create pipeline that, you know, later will, I don't know, take two quarters to close. And then in Q4, hopefully, you will see the results of what you did in Q1 and Q2. So what should we do now? And in a lot of cases, to align the teams, you would have to start with a buyer's journey, not the buyer's journey that some marketing tool will show you because, you know, HubSpot can see HubSpot, Sixth Sense can see Sixth Sense, Demandbase can see Demandbase. You know, Marketo sees Marketo. But how can you show this journey from you will never have a 100% of touches because you cannot track a person talking to someone else on the plane, for example. Right? But you will have you'll be surprised how much data you have that you can track. Right? So show me an account. I'm the salesperson, with all of the right touches. And then when I look at it, I really say, oh, this Acme Corporation truly had so many people engaged with us, so I understand what marketing did because look at all the different titles that I sell into, all present within the buyer's journey. And I should also see sales touches because it takes more than just the marketing team to close deals. Right? So always think about making sure you bring sales and marketing touches to truly show the ecosystem of what what happens behind the scenes. And this is the map step step. Let's map what happens and show people and how their efforts are materialized. In a lot of cases, what you may not do, but you might want to consider doing, right, wrapping that into a storyline, is when you do anatomy of the deal. Some people call it, you know, postmortem. Some people call it anatomy of the deal. I used to do it manually. What I'm showing you right now is a screenshot from CalibreMind because, you know, we would bring all that data together for you. You don't have to deal with that. All you do is just, you know, visualize it in ways that help people understand. But here is I'm not trying to pitch a CaliberMind here, but trying to make a point that look at this closed won deal. So here we're showing to the sales team how accounts move through the funnel. That's the bottom view. Right? The they reach all these stages, go through the funnel, and you see different tactics illustrated in different colors of what happens at every stage. So this is what a closed one looks like. Now let's look at the closed lost. Out of a sudden, I see the difference between two accounts, and I don't see as much email engagement on this one as I did on the previous one. Do you see all this gray stuff? All that was email. So here, I'm telling the sales team, look at when you start working accounts, and there's a lot of communication that happens once you open an opportunity. The more emails that, you know, you exchange, the more time you engage people and remind about yourself or, know, ask questions or give them information that they ask. This is what a closed won deal looks like. Now if you look at this one, there's no email engagement. So what what outcome do you get from this view? You should engage with people more. You should check on them. You should send them resources. You should propel your your deal. Right? In reality, this could take many different many different ways depending on what industry is. It could be, you know, ads. Accounts see ads, accounts don't see ads, you will see a difference. It could be accounts attending webinars. Maybe they attend, maybe they don't attend. And you could say, we need to make sure that accounts that are in the pipeline attend more webinars because our win rate increases. But this type of narrative is very much in the world of rev ops. And if you guys use this tactic and bring this to your marketing leader and say, Hey, let's sit down and analyze the difference between deals that we win versus the deals that we lose. And we can bring that to the QBR and tell that to the sales team, so that they can be more proactive and, you know, hitting their number, and they would know exactly how to do it, now you have become that much more valuable. And RevOps truly brings marketing and sales together. And this is where the the last piece of that framework gap comes in. Right? So if we are talking about identifying gaps, I get another screenshot from CalibreMind because that's the tool that I have at my disposal, and it's really convenient for me to take that from there, show it to you guys. But these are the metrics that the board level conversations focus on, that the executive level conversations focus on, and they're usually hard to pull again because the system said oh, the data sits in all the different systems. Right? So average opportunity days to close. You could look at the deal that was lost, and you could see, wow, there was four hundred days that it took. We were just not proactive enough reminding people that, you know, we exist and the deal needs to go forward. And then we look at the deal that was won, out of a sudden, it's a hundred days. So we need to engage with people quicker. That could be one, you know, is a way to interpret it. Right? Then we could say, on average, it takes us a hundred days to close an opportunity. You do the math backwards from how many days you got in the year. You give salespeople a North Star. This is what's possible with the current team knowing how long it takes. Go hire additional BDRs or go, you know, you you have too many people. You need to accelerate the sales cycle because otherwise, we will not hit the goals. All of this intel is so critical. People may not think about it off the get go. Right? But it is so critical if you can bring that to your team. You can also look at, you know, types of accounts that you're reaching, like in this specific scenario. You know, the the dashboard that was that belongs to a client, this client uses different ways of describing these accounts. They use ICPs, ideal acceptable customer profiles. They can still sell into those organizations, but they're less desirable. Right? So now we can look at the velocity in different segments within our target market, these types of accounts or those types of accounts. And you can say, well, if you want more of these giant accounts, this is what it looks like. This is how long it takes. This is how many engagement touch points. You have to make sure that take place before this account is won. If you're okay with the lower deal size, you can get many more of this type. And I know everybody understands this narrative. I know it's a no brainer. But unless you show it in the data, unless people look at it and it matches their CRM, like, it will be really hard to change hearts and open minds and kinda convince and convert. And this is what you know, if if you can be successful with one thing, bringing people together, bringing the two teams together, it's one of these metrics. So takeaway number one, how do we connect the cross functional teams within the go to market ecosystem, and how do we find the why? It's by making sure that we can map all of the touch points across buyer journeys, map all the data from different sources, bring it together so that we can put it on the same coordinate plane. We wrap that data into a narrative and we help people see that narrative because you are the closest to reports and data, right? And you identify the gaps so that the conversation becomes productive of what should we do to improve our win rates or improve our revenue, whatever it is that we are not doing today, and how can we do it. With this, what should we do? And any more tech vendor will tell you, let's buy more software. Of course, silver bullets. Software sells all the issues that we have. Right? May be true, may not be true. In a lot of cases and, I mean, you know, before I was a VP of Calibre VP of Marketing for CalibreMine, I've spent my entire life being a revenue marketer, you know, with with pipeline goals and revenue goals and whatnot. And I can tell you that buying software, even in my current role when I wanna go buy something, right, it's like solving a mystery case. It's like playing a clue game. It's like try to figure out or charades, try to figure out what they're not telling you because you know they're not telling you something. And you will find out when you buy something. Right? And of course, everybody got AIs, table stakes at this point. And I mean, sometimes I very much feel like if you start your narrative with AI, I'm just going to scream, but that's what the world has become. However, what I know also to be true, these vendors with, you know, RevOps software, marketing operation software, Martech software, in a lot of cases, they don't mean to, you know, tell you things that are not true. They just don't understand the uniqueness of your business and all of the intricacies of your data and your tech setup in a way that would turn them into advocates of not actually, you know, pitching their software because they would not they would they would know it's not a fit. Sometimes they truly think that what they got will fit your use case because of how little they understand and they know about your use case. Sometimes you look at the LinkedIn of the company, and it just looks amazing. Sometimes the ads are just out of this world, and you're like, surely that's the piece of software that I need. But, truly, it's on RevOps to help guide the marketers or could could be a marketing team that's falling for all of that. Right? And you're kinda left to hold the reins and help bring it all together. And, you know, it's it's truly on you to do your due diligence to understand what are the limitations, what is your current tech stack, how will the data be coming in. Because you can do all these things, but if you don't have the data, guess what? None of that happened. You can be spinning your wheels, but if you cannot report on it, none of that happened because you have to articulate what happened to the rest of the business and, you know, make them believe based on the data that comes in and dashboards and be data driven, all of those things. So somebody that, you know, that I recently spoke to mentioned this analogy. He said, it's like an unpleasant chore buying technology. Like, you have to sit through all of these calls, and you still feel like they're not telling you something. You just know what it is. And you guys, marketing operations, the same. I mean, I've led marketing operations teams. A lot of marketers too have become truly jaded, you know, knowing that there's a lot of noise, there's a lot of promises, the silver bullet syndrome is real. People will tell you yes to everything. You say, do you do this? Oh, yeah. How about that? Oh, absolutely. That's our bread and butter. How about this third thing? Oh, any day. You buy it and you realize there are shortcomings. Right? So just being mindful and helping guide people in this conversation, that's true. That that's truly helpful. And part of what makes it even more difficult kinda adding to the jadedness, like all this LinkedIn noise. Right? When I see someone saying, I actually fired my entire marketing team and I'm running my entire motion with, you know, 10 AI agents and, I'm making money hand over fist and I'm super profitable. I always wonder, like, how big is your company? First of all, how much money are you making? How complex is your go to market motion is? Because, like, we all have to be real and help others to get real if people ask or get, you know, mesmerized by these promises. Depending on how complex emotion is. The things that you may hear in the market will or will not apply. They will or will not scale. And sometimes it's, you know, on you to help your coworkers to understand that because the Dunning Kruger syndrome comes in. The less you know about something, the more confident you feel about it. And as you start learning all these things, you start getting really, really humbled by the complexity of it all. But, again, you know, to share to shine light on this complexity, it's on you. And here's Scott Brinker. I love the man. Super knowledgeable, super curious, and he stays curious, which is table stakes in this business and business of Martech. Right? The black box systems, you get things and they're truly you know, you can't figure out where the data is coming from. But remember the few slides ago, we talked about mapping the intermediate KPIs towards your business goal? Well, you can do that with the black box. Because if the black box gives you a number and you're like, well, where did this number come from? It doesn't match anything. Finance asked me how did I get this number, and I cannot respond respond to that. I cannot report back. I cannot go back on QA. Right? That's that's another thing. Again, the reason I'm saying all of these things is because I want you to be savvy on you know, when you when you get pulled into these conversations about the assumptions that maybe the marketers make or the the excitement that that they get, and you're there to validate their excitement and the fit of the tool, which may or may not be true, but you being mindful of all of these things, it truly helps to bring kind of the sober take on the state of your go to market motion and help others understand. Right? Alright. And in a lot of cases, the example that I made of somebody on LinkedIn sharing how their entire go to market motion is being ran by 10 agents. And here you are, a team of whatever, five, ten, 20. You're thinking, wow, like, are we that out of date? Are we obsolete? Is this not a thing anymore? Should I worry about my job and my job security? Right? The truth about all of that, all of the noise in the market, is that in a lot of cases, you only see the highlight reel. Right? People tell you how successful they are to, you know, a self fulfilling prophecy and to validate their value in the eyes of their boss sometimes. Right? But there is a lot of growth hack conversations out there, which pin out not to be true after you spin your wheels and put so much effort into it. The scalability is something people are not thinking about in a lot of cases. So if I got this one thing and it worked for me, was it the blind squirrel finding the nut? That's actually an Atlanta saying. So for those of you not from the South, that that that that that's an Atlanta saying. But, ultimately, you know, what it means that you just you just happen to be lucky once and you go to broadcast your success as if it's a repeatable thing and it's not. Right? So, you know, sometimes people don't filter all of that. So you see that highlight relay and you're thinking, oh my gosh, I'm missing out, but you're not. And how do I know this? Like, look at the stats, and these come from chief Martech and Scott Brinker himself. 62% of people are saying unreliable data is everywhere. Right? 50% are saying that they're lacking, just purely lacking, not only struggling, but lacking integrations with tools. And, you know, one third of every who responded to his survey are saying that there's, like, true fatigue with all of the, you know, platforms that people use. When when we look at our customers, you know, at CalibreMind, people usually use between 15 to 17 different martech tools that rev ops's or marketing ops's ask to help manage, you know, bring the data from. That's a lot, especially when you're also, you know, managing change and you're managing the data that continuously changes. And in a lot of cases, there's this notion of, like, just get AI to help you, and surely can help in many different ways. And it's phenomenal when it comes to content, when it comes to ideation, when it comes to kind of, you know, creating these things real fast that have a short shelf life. So if you're thinking social posts, that's totally the use case because the life shell or shelf life of that is, like, what, fifteen minutes. But when it comes to data, when it comes to the world that you live in, reports, you know, tying tactics to revenue outcomes, if you think about the two sides of, you know, the the philosophy behind AI, probabilistic and deterministic, and I will double click into each one of these. Probabilistic is essentially the notion that AI looks at patterns within the data. These are large language models. They do phenomenal when it comes to language. Anything to do with language, they do really, really good. So they look for patterns. They treat numbers as if it was text. They look for patterns, and they give you the output. You cannot QA it because that output was not done through a series of steps like you would do in math or in the reports. Right? It's just a probabilistic notion. The deterministic side of AI works differently. Not everybody uses it as like an emerging field, but for the deterministic AI, you can actually trace back where the number came from when it comes to reporting and analytics. So, you know, when you think about your AI scalability checklist, right, make sure that if you bring in if you bring in any AI functionality for reporting, for, you know, dashboard building, for anything that has to do with time numbers that you get to other systems and record of truth, one of them being your CRM, It has to be audit ready. It has to show you the receipt. So you double click into, you know, whatever number you get and you understand where it came from. You can actually do the math on napkin. Right? It has to also be grounded in your context. We talked about segments. We talked about account types. It has to be grounded in that. Show me x y z for this account type or for this market segment for it to be actionable. So it's kind of like going back to this notion of, will AI eat SaaS for breakfast? No. It won't. It will be SaaS with AI functionality where you can actually govern it using your business rules. So all of your reporting actually aligns with how your business decided to go to market. So that's one thing to keep in mind. Right? And if we kind of you you would ask, like, where would I use that? Well, think about a buyer's journey. Right? Like, where would I use AI to to bring tons of tons of voluminous data into one plane? That could be a buyer's journey. I actually used to build this slide by hand in my previous role. We called it the anatomy of the buyer, right? We had the anatomy of the deal, now this is the anatomy of the buyer. To show the buyer's journey, And I would try to put so much data on that one slide, and this is totally a recreation of that. This year, we had a touchpoint with this important person from the account. Later, we had another touchpoint from this person. But in today's world, if you have that enterprise grade data foundation where you bring all of your data together, You stitch it, you append it to all the right accounts. You can absolutely run an AI agent. And here, I'm showing you, you know, the kind of the foundation with Calgamines agent Cal, who who is a deterministic AI agent, running analysis on all these touch points, and it would be way more than these five pillars. You would actually have a long list of all the things and names of what happened. You can say, well, shorten this list. There's too much noise. Remove this. My sales team does not wanna see that. So that would be a super scalable use case of how we can use AI and scale it within the organization. You give insights into buyer's journey for people to make decisions quickly because you prioritize accounts that matter, that have all the right personas and all the right touch points. So your sales team will come and thank you for that. Now another very helpful use case would be to analyze marketing channels. Again, you can scale AI throughout your organization using that. It's not like a one person kind of, you know, a growth hack success thing. Right? You could say, show me all the channels that were the most successful or we that that that are attributed to revenue. Right? And it would collect all of the touch points from all of the channels, again, given that your data is all stitched together, and it would give you a nice summary. So when your marketing leader goes to a QBR or any level of or, you know, any type of executive meeting, they have this very nice summary to report off of. But the best thing is I mean, many tools can do that. Right? But the best thing is, as long as those numbers match your Salesforce, if you're using Salesforce or Microsoft Dynamic or what it is, whatever that record of truth is for sales and finance, this is where you win. Because nobody will question that. They're like, oh, yeah, that checks out. Right? So out of a sudden, you're winning. And then the last piece that I will share with you, like we kind of touched on that scaling AI within your organization, taming the algorithm notion. Right? You have all these different users within your org. Some of them are more data savvy, some of them are not. And it's on you to help hold their hand and give them the data that they want, the report that they want, something that's meaningful to their role, right? If you were to answer every single ticket, and some of you may be in this world, and I mean, I feel for you, it's hard. You keep getting the tickets, you're crunching out the reports, the dashboards, you know, just processing what people ask, and it never ends. And some people would come back to you, open another ticket and say, Hey, you gave me this report three days ago, Something doesn't check out, and you don't even remember what was in that report because enough time passed. Right? But what if you were to enable people with governance, with, you know, role permissions, just like you do with Salesforce, to access the data that they they should have access to and they're allowed to have access to. Right? And ask AI to go and summarize it. Ask AI to go and pull what they need to pull within the guardrails of their role, so you never kind of open access to anything sensitive to them. There would be another use case. Whether you do it with a tool, like here, I'm showing you, you know, this little gift of of CalibriMine, or whether you do it on your own and but you make sure that you kinda think through that governance and architecture piece. It's up to you. Like, every organization is different. Right? And the amount of data that you would be dealing with would be different. So you may be able to you know, for smaller companies, you may be able to do it on your own. Right? But keep in mind that those permissions and access is very much on the marketing ops and rev ops team to make sure that people do not get insight into things that they should not they should not be privy to. Right? Alright. So I keep talking about data. Data data. It's like you hear about data everywhere. Right? And it just becomes such a staple thing. You just say everybody gets tired of this data conversation. But I feel like it's important just to highlight those four things that matter when you think about data. Right? So your foundation is your data stitched together. Can you trace people to accounts? We're all in BTB. That's accounts by dumb people. Right? Can you deduplicate? In my previous role when I joined, was told that our Salesforce is squeaky clean. I said, wow. Never heard that before. Let me see. I logged in there, and I literally had 20,000 duplicates across leads and accounts. And at that time, I used RingLead to deduplicate. But to me, that was, like, such an exemplary, like, PTSD type of, you know, visual where it's quick and clean. It's because you don't know what's there. Right? But you have to have that clean, deduplicated data, and it's a labor of love. It it never ends. It's a continuous effort. Right? So if you have automation or technology that helps you with that and you're larger organization, that's the only way to survive that. Governance and stewardship. Opening the right reports to the right people. Don't give your BDRs access to all of the sales territories and revenue by sales or AE or salesperson. Right? Like, they don't need that. There's certain things that people need at their role level and for you to be able to provision them, just like you do in Salesforce, right? But within like the the the kind of the marketing engagement world, whether you want to accelerate how salespeople engage accounts that are hot or how BDRs get involved and kind of, you know, follow the trail of those highly scored accounts, give them access to everything that they need to do their job well. Integrations. I think one of the reports that I saw, the martech category had 50% of all of the high ranking tools on g two over the last year that are net new. So think about that continuous change in your Martech stack, and they will continue. So can you quickly change that out? Can you integrate? Can you make sure the data gets stitched together and you preserve all of those historical fields and historical data points? Right? And then think about scalability. Think about data architecture, not just within the little you know, if you're helping the marketing organization within the world of marketing or within the world of sales. But think about the entire organization, all of the departments that have a hand or have a say. Like, what what would it look like for you to articulate how marketing or go to market team rather moves the needle for the business, who are the stakeholders, and what are all of the ecosystems that that, you know, contribute data to that. So here's our takeaway number two. You can be the most brilliant person in the room, but if you do not help your organization to get up to speed on data literacy, and you do not kind of either build your marketing leader or your sales leader, in a lot of cases, it's a marketing leader because AI in a lot of cases is driven by marketing departments because we're always time poor. Right? We we need help. If you do not help build this data literacy for people to understand what they're even looking at, you will continue being that one person that tons of reports land on and, you know, tons of ask come to. And if you're a marketing leader, if any of you are in the audience, think about kind of the design of your team, where if you articulate how certain things should be understood, drive this visibility into what does this mean for other teams, you will get ahead of the game, where they would not just refute the number because they don't understand it or refute a report that they don't understand, but rather take it meaningfully and kinda like, oh, I remember hearing about that from marketing. So they educated us on how to use this. Right? That's a huge piece. I feel like in a lot of organizations, a lot of people are behind on this, but that's something where if you can, you know, at least start taking steps in this direction, this is really paying forward for when this world gets even crazier probably in a couple of years. So, you know, transparency, yes. Road map, show people what it looks like, right, with all of the technology, articulate that, talk about that. And then stewardship and truth behind having the common story. And the last piece that I will leave you with, right, this notion of explainability of outcomes. We talked about AI. We talked about data. I mean, we should be able to trust in data. But if it's messy and murky, it's really hard to do that, and there's a lot of noise. Right? So can I think about what I build in terms of my reporting infrastructure, insights that I give to other teams? Because ultimately, if you're in the world of either technology or any large organization of an outside of technology, teams are remote, people collaborate online, people look at reports, people make decisions based on data. And if you can create views of that data that are relevant to each person that is interacting with that view, you can empower them to move that much quicker, make decisions autonomous autonomously, and really understand what they're looking at. Right? And when it comes to AI, you know, a lot of people I I I don't know how many users chat GPT got, and it's in the billions probably. I think 3,000,000,000 is what I heard recently. But if those people cannot scale what they did to other teams and kinda go back and get the same number or let others play with the data and get the same number so everybody's like, oh, yeah. I got it. Right? It's really like it's not helping you in any way, just creating more debate, more confusion, and it creates more questions. And the one thing all of us would like to eliminate is questions. Right? You would like to present something and for others look at it and say, yep, that checks out. So that's the ultimate goal. Right? Explainability of outcomes, role based approach to your reporting so that reports become useful, and then driving trust in AI. How do you do that? Through being able to audit the results, double click into things, and make sure things check out. And, ultimately, as we get to the close of this webinar, I think the next chapter truly of what it looks like is yours to write, really. Because what's not lost on me mean, here I am standing, telling you the story, right? Like, you know, kind of giving you a framework with the best steps. Every business is different. If we were all the same, and if every business was the same, if we all went to market the same way, if there was no diversity and kind of this nuance to how we're set up, there would be truly no competition. It would be a very stale market, right? So recognizing the nuance of your business, not really buying the narrative that says, you know, we are one size fits all, you know, just buy whatever it is or use this tool, but truly customizing how you think about things and helping others recognize those nuances. This is what will elevate you. This is what will set you apart. This is what will help your company win because others will recognize you being, you know, tuned into the nuance as well. So that's really important. And I think with this, I will open this up for questions. There's a lot of stuff that you guys put in the chat. Let's see. I will just start with some comments. If you wanna put some questions in the q and a field, feel free. Pete said it takes skill and experience to cut through the nonsense, and I'm filtering here, to find out if the product will solve specific problems, and it's an invaluable skill as a rev ops leader. That's very true. Sometimes the time that it takes to see certain things is more than you can afford, but, you know, keep questioning, keep looking elsewhere. And sometimes it's even like how you how the questions get answered. You know, whether it tells you whether the vendor even understands the world that you're coming from. Super important. Let's see. What else do I see here? Somebody from the sales team. I actually appreciate that. I'm just a sales team lead. I never wanted to join higher leadership, but at some point, I actually started to feel obliged. You know, my line is manager, supervisor, having younger, less experience. So it seems frustrating to deal with the lack of drive and common sense and motivation and competency coming from leadership. In my view, one of the most common incompetences is lack of understanding and the importance of sales, marketing, and kind of go to market alignment. I think that's very true. And I think you would see that more often than not, and it's not because people just, you know, choose to ignore. It's because when you have been on multiple teams and you have experienced kind of noticing nuance, personalities, levels of experience, you know, people don't know what they don't know. Just having that patience and being able to, you know, kind of shine light on what people don't know is all it takes sometimes. And of course, you will you will see those who just scoff at it and say, we don't really care. That's just the nature of, you know, nature of business. And those people may not stay in your organization for long. But, you know, helping people understand what it is that they don't know sometimes changes very much how they look at things. Because everything is so simple when you know very little about it. A great example for you all, you probably can relate to this, attribution. Caldermine is in the attribution space. We started in the attribution space. We expanded to, go to market reporting at large and marketing mix modeling. But attribution, you ask 10 people what they think about it, and you'll get 10 different answers. The four most common, it's first touch, it's last touch, it's multi touch, it doesn't work. Those are the four answers. But, you know, depending on how much experience people have, what what what they think about a specific issue will differ a lot. And if you recognize that and help them see the light, you know, that makes you that much more valuable. Alright. I'm gonna go into q and a. And here's a question that I received. How can I drive good practices? That's a very good question. So say you took all the key takeaways from this webinar. What do you do with it? I've always been of the mindset that you can achieve results faster when you go bottom up. Right? A great example. As a mid level manager, I was always paired with a BDR. I mean, I always had you know, being in demand gen, being in revenue marketing, I always had some kind of a revenue goal, whether it was number of demos. You know? Like, in the early days, it was number of MQLs, but hopefully, a lot of us have moved beyond that point. But, you know, number of demos is important. Sometimes it's number of open opportunities. So you as a individual, you know, person will always be as successful as the person you're working with. So if I can relate to my peer and say, hey, let me show you something. Like, this is what I'm seeing, and this is what I have noticed. And you give them context. You kind of bring them into your world and show them what you see and say, imagine if we did it this way. Right? People will recognize it, and at least they will try it. And that's your goal for people to try it. You could use the same conversation with your with with, you know, with your marketing counterpart or your sales counterpart. You show them what you see. You explain where you're coming from, and you make a proposal for whatever it is. I mean, what's the worst thing that can happen? They say, nope. Not interested. And then, you know, you go back to what you had before. But in a lot of cases, you plant the seed, and you then they will come back to it, and then you will see a scenario where exactly what you said happened again. But because your proposal wasn't taken, you had the same outcome. And what is the definition of insanity? It's doing the same thing, expecting different results. Believe it or not, people recognize that. Right? So if you bring up the same thing saying, told you it would have worked had we done it differently. Right? It gets people into the mindset where, like, maybe I should give it a try because we keep trying to do the same thing, and it's not working every single time around. So a lot of that comes through the communication lines. And, you know, I talk a lot with marketing operations people, and you don't go into operations because you just love talking to people and you love having a huge microphone. You're usually data savvy. You're really good with systems. You're probably STEM kind of minded, right? You're you're very much a math mindset. And sometimes you understand complexities, but you have hard time articulating them. Or even if you're beyond that, you have hard time getting people to buy into it, to kind of convince and convert. I know I used that before, but it's a great term. Right? Get others to see what it is. But I think if you try to get the point across and kind of focus on how you deliver that message and trying to get the buy in, that's where you will change the the outcome. Alright. I'm a RobOps leader. I love how you're talking about marketing attribution. I have successfully embedded attribution insights in both the sales and client success funnel, And it has been a game changer. So important for not only the marketing team, for the leadership as well. I came to this webinar literally from a community event. It was a little breakout room, and we were talking about attribution. And the thing about attribution, it is such a complex thing when you think about it. Because what is it? What is attribution? It's not what HubSpot shows you. It's not what Google Ads show you. It's not what LinkedIn shows you. They're like the Eye of Mordor. If you guys love Lord of the Rings I love Lord of the Rings, like one of my favorite books ever, trilogies. It's the Eye of Mordor. Each platform can only see what it you know, the ecosystem that it's in, and it grades its own homework. And you get like all this fractured stuff. Well, this one says it's the ad click. This one said it's something else. My Salesforce doesn't have either because guess what? Google does not even I you know, deanonymize people. It just does not connect to your Salesforce. It may recognize some of the accounts if you have something like Clearbit running in the background, but you still cannot connect it. LinkedIn does the same thing. You will see some high level kind of company level within the platform, but there's very little that you can do. So how can you bring it all together and stitch it? Right? So why am I telling you all of this? Attribution is truly a data science framework. It is a model. It is a data model. There are many data models. There is marketing mix modeling. There is media mix modeling, forecasting. You guys do a lot of forecasting with the sales teams. All of that is data models. They're all flawed to their own extent because none of them are 100% accurate. Because if that was true, the weather people would be right every single time. If they're saying it's raining and you bring an umbrella, you would use it. Right? But, you know, the the point is that in the world of modeling, you always have that percentage of, you know, model fit or success. But the the teams that are most successful with all of these things are the ones that understand the limitations, but they use these models, whatever they are, first touch, last touch, you know, marketing mix modeling, to answer specific questions that the model was designed to answer. So don't bring first touch attribution model when you're trying to understand how marketing accelerates pipeline. Doesn't fit. Bring it when you're trying to understand effectiveness breaking into a new segment. Right? You know? And and, ultimately, what I'm saying, if you take a simplistic view on, you know, what attribution is, and I'm gonna measure it with HubSpot, you're gonna fail. Just, you know, be prepared that you will fail. It will not be accurate, and you will have to go and make a declaration that it doesn't work because that's the way you're gonna save the face when you tried something and didn't work. But if you kind of put thought into it, what would I use it for? What are my limitations? What can and what can I not explain with this model? And maybe I'll have another model. Maybe the questions of how my billboards are working, of how my you know, what kind of incremental lift my podcasts have would be answered outside of attribution. Don't try to sandwich all of that in. Like, don't try to bring all of the marketing channels into one place. There are many things that you can track with attribution. Anything that lives in your Salesforce, anything that lives in your Marketo, HubSpot, you know, Microsoft Dynamics, you can bring all of that, your ABM platforms, your website, all of that. But do not expect unrealistic things, and they say this framework failed. And the same is true for any type of framework. Right? Look at the limitations, articulate those to others, help them see what you see with your data savviness, right? And then they will come around and they will not put very unrealistic demands on things. And I think with this, I don't see any more questions in the chat. Oh, sorry. Actually, we do have one last question. So I will take this one. This will be the last one. Google Gemini Pro for business. Here's a question, AI related question. You know, you can have dedicated gems to fill certain teams' needs, automated automate relevant data for a given team, business recommendations for optimizations. Do you have any advice here? From again, depends on the use case. Right? My team abuses abuses the Beautify button within the Google Suite. Right? You know, changing decks to what they want Google to to, you know, to make it pretty and look better. Right? You know, that's one case. That's content. If you use it for content, you can scale it because, you know, within business suites, Gemini is one of those things that's available to everyone. You create a GM, if you can share the GM or you can share the prompt, that's one thing. The challenge with anything that has to do with reporting and data, unless all of that is integrated into one place and you can put AI kinda insights on top of that, you will never have the same result coming from different people. Like, that's kinda the whole philosophy behind, you know, what we built at CalibreMind where, you know, we are built on Gemini and BigQuery, but we want to bring the data into one warehouse and have it all in one place before we do anything with it. So it's standardized and everybody sees the same results. So think about kind of the structural ecosystem view of what you're trying to do, and then go from there. And I think with this, I I really thank you guys for your time, all of you joining from other places where it's late today. Thank you so much. Would love to connect with you on LinkedIn. If you can find me, send me a request. If you have questions, happy to answer. And with this, have a great day.