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Greg Tucker
Vice President of Global Growth Marketing at CSG
about
Greg Tucker
Greg Tucker is the Vice President of Global Growth Marketing at CSG, where he serves as head of marketing for the company's two largest business units. With responsibility for product positioning, demand generation, marketing-sales alignment, account-based marketing, content strategies, and event marketing, Greg leads a global growth team focused on creating hyper-targeted approaches to reach ideal customers, build awareness, and nurture leads throughout the buying journey. His strategic insights help navigate the complex landscape of B2B marketing in telecommunications, cable, and media sectors.
How has CSG evolved its measurement of marketing's impact beyond traditional metrics like MQLs?
While we don't use MQLs by name, we still track lead progression as a foundational metric. What's changed is our focus on five key metrics: leads, pipeline quantity and quality, pipeline progression, engagement that predicts intent, and share of voice. These connect directly to what we ultimately care about—revenue. When we focus on these areas in partnership with our go-to-market teams, we're aligned around a shared outcome.
My philosophy on attribution shapes this approach. I don't believe perfect attribution is possible, so instead of fixating on whether last touch, multi-touch, or first touch is the "right" model, we measure aggregate impact.
We've discovered that accounts in active opportunity stages that engage above a certain threshold have twice the likelihood to close successfully compared to average. Conversely, accounts below that threshold have below-average closure rates. This tells us that driving interaction contributes directly to future wins, even without attributing specific interactions to specific outcomes.
You've mentioned CSG is evolving beyond traditional account-based marketing. How are you approaching buying committee engagement today?
We're still evolving in this area. We previously had a dedicated account-based marketing team but discovered that speed to ROI isn't one of its strengths—and speed to revenue is critical for us.
When I examined the situation more deeply, I realized we lacked a shared understanding of what success looked like. We didn't have alignment on our ideal customer profile, our use cases, the problems we solved, how we communicated about those problems, or who played what role in the buying journey.
Now we're building shared accountabilities with our go-to-market teams around buying committees—understanding what captures interest, what intent looks like, and who drives decision-making at different journey points. We've boiled down the principles of how people buy into actionable metrics focused on a well-defined target market.
We're still early in this evolution, less than two years in, and our focus is on measuring activities that generate follow-up engagement, tracking interactions at individual and account levels, and aggregating insights across markets.
Research suggests that 84% of buyers have largely decided on their preferred vendor before making contact. How has this influenced your approach to early-stage marketing?
This research has absolutely influenced our strategy. What I find particularly interesting is that buyers have often mentally decided who they want to purchase from before engaging with a seller—the sales process mainly confirms what they already believe.
If you're not building affinity early, you might get invited to an RFP process, but you could just be there to validate that the preferred vendor is indeed the right choice.
Balancing this insight with practical constraints is challenging. Marketing budgets are shrinking—2024 was the first year in a while where they didn't increase for growth organizations, and 2025 budgets are even smaller. This forces us to be strategic with our investments.
As we're not the dominant player in our market, if we say the same things as our competitors on the same channels, they're simply saying it more frequently because they have larger budgets. That's why we lean on education as an awareness tool.
By offering unique perspectives that make people think differently, we instantly create affinity. When someone has a question later, they think, "I wonder what CSG has to say about that?" This naturally generates multiple touch points. We're balancing how people buy with top-funnel education, budget limitations, and complex buying cycles—all while working within an organization that wants speed and linear pipeline metrics.
Looking ahead, what role will AI play in transforming B2B marketing, and how is CSG preparing for this evolution?
AI will continue to be a transformative force in B2B marketing. For CSG, we're focusing on using AI not to replace people, but to make them more effective and create greater ROI on our marketing investments. Everyone likes to talk about AI for content creation, but I believe its true potential goes far beyond that.
Our biggest challenge is precision in messaging and timing. Without that precision, we default to delivering the same content to everyone. AI will be most impactful in helping us determine and deliver optimal next actions by analyzing engagement patterns and identifying signals that human marketers might miss.
What message should I deliver to a prospect, when, and how, based on their recent behavior? Are they researching competitors? Understanding these signals helps us tailor our approach precisely.
I'm not talking about simply generating content faster—that's a cop-out. It's about using our existing content strategically or identifying gaps because there's a specific moment when a buyer needs particular information.
Determining that next best action—not just predicting but prescribing the optimal step—is where AI will truly make a difference for marketers broadly.
about
CSG
CSG empowers companies to build unforgettable experiences, making it easier for people and businesses to connect with, use and pay for the services they value most. Our customer experience, billing and payments solutions help companies of any size make money and make a difference. With our SaaS solutions, company leaders can take control of their future and tap into guidance along the way from our fiercely committed and forward-thinking CSGers around the world. Want to be future-ready and a change-maker like the global brands that trust CSG? Visit csgi.com to learn more.
About 6sense
6sense is on a mission to revolutionise the way B2B organisations create revenue by predicting customers most likely to buy and recommending the best course of action to engage anonymous buying teams. 6sense Revenue AI is the only sales and marketing platform to unlock the ability to create, manage and convert high-quality pipeline to revenue. Customers report 2X increases in average contract value, 4X increases in win rate and 20-40% reduction in time to close deals. Know everything, do anything, with 6sense.