Our primary focus is new logo Annual Recurring Revenue (ARR). While we track various metrics, nothing matters more than whether the organization is growing through capturing market demand. This revenue can be marketing-sourced, marketing-touched, or sales-generated, but it's the ultimate measure of marketing's contribution to our growth objectives.

Of course, we also monitor leading indicators such as Marketing Qualified Leads (MQLs), account signals from community engagement, and various external sources. We support brand initiatives that, while harder to measure, indicate we're building something that attracts market attention. These signals might not convert to revenue for three to nine months, so we maintain a balanced view of both near-term indicators and long-term revenue conversion.

We also closely analyze metrics like deal sizes and sales cycle length. We examine whether our average deal size is increasing and in which markets or customer segments this growth is occurring. By monitoring these trends, we can adjust our marketing strategies and ensure our teams are properly trained to capitalize on opportunities. This comprehensive approach helps us understand marketing's full impact across the entire revenue generation process.

When evolving marketing or sales processes, I focus on three key questions: Do we have the muscle? Do we need to build the muscle? And do we know how to exercise the muscle? This applies across the organization, from marketing to sales and beyond. Building new capabilities isn't just about implementing new tools or processes – it's about developing organizational muscle memory that makes these practices routine and effective.

The challenge often lies in breaking existing muscle memory while building new ones. For instance, when transitioning from an MQL-focused approach to a broader intent-signal strategy, we need to help teams move beyond their ingrained habits. We achieve this through regular pipeline review meetings, dedicated enablement sessions, and pilot programs that demonstrate success. We've found that incorporating new tools like an account based marketing technologies and integrating data into automated reporting helps reinforce these new behaviors and makes them stick.

Recently, we've implemented a call recording tech technologies to help us measure the effectiveness of our sales enablement efforts. This tool allows us to observe actual sales behavior in the field and verify whether representatives are following our prescribed methodologies. For example, we can track whether sales teams are properly implementing our MEDDPICC sales strategy during calls. This kind of tooling helps us quantify the impact of our enablement efforts and ensures we're not just checking boxes but truly changing behavior.