Most CFOs and exec decision makers ask the wrong question when evaluating go-to-market ops investments. They want to see projected ROI before fixing anything. But when your pipeline is a mess, your baseline numbers are already fiction.
Hosts Eddie Reynolds and Rachael Bueckert address the question that frustrates Eddie most: "What's the ROI of go-to-market ops?"
This episode breaks down why measuring GTM ops ROI is so challenging, and why sometimes you don't need exact numbers to know you're sitting on a massive opportunity.
Eddie walks through a detailed financial model showing how even conservative improvements across pipeline management, lead conversion, and customer retention can generate millions in additional revenue. If you're a revenue leader trying to justify investment in GTM ops to your finance team, this episode gives you the framework to make that case.
Read the full newsletter: The ROI of GTM Ops
Try the ROI Calculator: GTM Ops ROI Spreadsheet
[00:46] Introduction to the ROI of GTM ops
[01:04] Why Eddie hates this question (but understands it)
[03:34] The kitchen fire analogy
[04:46] Why ROI is so difficult to measure
[06:00] The broken scale problem
[08:42] Starting with qualitative assessment
[12:15] Building the financial model
[16:28] Conservative improvement assumptions
[20:35] Pipeline management impact
[24:17] Lead conversion improvements
[28:42] Customer retention and expansion
[32:56] Adding up the total revenue impact
[36:21] Time savings and strategic capacity
[40:18] Rising above tactical execution
[44:24] Making the case to your CFO
[46:06] Using the GTM ops decision tree
[47:04] The engine vs. fuel metaphor
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