Yes, there's definitely been a shift in the metrics that are considered important. However, this movement doesn't invalidate traditional metrics; we're still focused on core marketing goals such as raising awareness, driving engagement, and converting interest into demand, the performance of which can be evaluated by conventional measures. The adoption of ABM and associated metrics complements traditional indicators; it doesn’t negate them but gives us a clearer view of intent earlier in the marketing funnel. In a competitive, mature market, commercial teams - by that, I mean marketing and sales - must be aware of in-market accounts at the earliest opportunity. In the ideal scenario, we identify accounts when they have recognised and are researching their problem, engaging them before the competition, and helping to educate them on the best solution. This happens far in advance of the MQL stage, at which point they’ll have formed ideas on what the ‘best’ solution is, and will be engaging multiple vendors.

That said, we still want to serve prospective customers who aren’t actively being targeted in an ABM program or don’t appear in our early-stage monitoring, and these will generally manifest as MQLs.

Aligning marketing and sales is crucial, and we're fortunate because we have a great sales team and leadership. We're tightly integrated, especially concerning the sales process. Sometimes, there can be differences in the language used, but we're aligned on key performance indicators like the number of meetings and opportunities needed. Our approach involves setting the end goal and then strategically working backward. Analysing historical trends and key metrics, such as conversion rates and average deal size, enables us to determine the volume of opportunities required and the number of meetings needed to source them. This planning can even map back to identify the required number of in-market accounts to generate those meetings. Both sides must understand and empathise with each other's goals; it's about building a symbiotic relationship where we support each other.

It really comes down to people. The fundamental challenge is ensuring the right individuals are in place, possessing the necessary discipline and skills to manage their functions effectively, from leadership down to each contributor. Communication acts as the glue that holds everything together. It needs to be succinct, sharp, and clear. Lastly, alignment is essential. Everyone needs to set aside egos and approach challenges from a business-first perspective, understanding that our roles are interconnected. So, the trends aren't just about new strategies or technologies; they’re fundamentally about people. While sophisticated technology is beneficial, it's the human element—aligning and communicating effectively—that truly drives success.