7 Go-To Reports and Trackers of the VP of Martech and GTM Tech
Also - 5 Things GTM Leaders Wish You Knew
In this edition:
7 Go-To Reports and Trackers of the VP of Martech and GTM Tech
5 Things Martech and GTM Leaders Wish You Knew
POLL: What’s Missing From Most Sales and Marketing Dashboards?
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7 Go-To Reports and Trackers of the VP of Martech and GTM Tech
Tracking the progress and impact of marketing operations is challenging.
Big thanks to Stack Moxie and Josh Hill for helping me put together this dashboard.
Here are the 7 Go-To reports of the VP of Martech/GTM Tech.
1️⃣ Strategic Roadmap & Impact Projects
Tracks high-impact initiatives across quarters. Helps leaders see what’s at risk, what’s running smoothly, and where to intervene early.
2️⃣ ROI & Budget Waterfall
Shows the return on investment of Martech-powered initiatives. In this diagram, lifecycle emails are supported by the marketing automation platform, display and social ads are supported by the ad platform, and web personalization is supported by the Customer Data Platform (CDP). Helps teams understand which tools and campaigns are delivering the most impact relative to their spend.
3️⃣ Speed to Lead & Latency
Measures time-to-response for new leads across sources. Helps reduce friction in lead routing and improve conversion velocity across the funnel.
4️⃣ System Availability + Reliability
Monitors uptime and error rates for key Martech systems. Helps ensure consistent platform performance and reduces GTM disruptions.
5️⃣ Sprint Velocity & Deployment Frequency
Tracks the volume and cadence of Martech team output. Helps identify bottlenecks, reduce rework, and improve speed to value.
6️⃣ Platform Adoption
Reveals which teams are using Martech tools effectively. Helps prioritize enablement and ensure better return on the tech stack.
7️⃣ Marketing & Sales Enablement Metrics
Shows operational handoff quality between marketing and sales. Helps identify where automation, process, or data gaps are slowing down revenue generation.
Which resonates with you? What would you add? What is missing?
Via M.H. Lines and Ariel Sasso - Make sure to check out Stack Moxie who can automate most of this reporting!
5 Things Martech and GTM Leaders Wish Their Teams Knew
Most GTM teams are 100% focused on trying to hit pipeline goals. But there’s often a gap between what frontline teams focus on and what GTM leaders actually need from them to succeed. If you’re in marketing, sales, or ops, and want to level up, this is what your GTM leader probably wishes you understood.
Here they are:
1. You shape how the business perceives your team, whether you mean to or not
Your work doesn’t speak for itself. You do.
Too many GTM teams are great at execution but silent about results. If you want leadership to take you seriously, show your impact. That could mean a quarterly recap email, a “wins + blockers” Slack update, or a monthly GTM sync where you share what moved the needle.
💡 Example: One RevOps leader I know built a simple “what we did, what it changed” slide each month. Execs started using her deck in their board meetings.
2. Opportunity cost is your invisible enemy
You can run a hundred campaigns that boost engagement. But if you’re not creating real opportunities? You’re busy, not strategic.
As Nick Bonfiglio put it:
“You can test programs that generate engagement, but what I want you to really focus on is initiatives that drive qualified opportunities. Spend your time on projects that will create opportunities with an above 25% close rate.”
💡 Gut check: If your calendar is full, but pipeline is flat, it’s time to reassess your priorities.
3. Tie every initiative to business outcomes; early and often
Tool implementations, content refreshes, and attribution models only matter if they impact leads, meetings, pipeline, or revenue.
Jessica Kao nailed it:
“If you’re building something new, communicate how it will translate to business value. We might be doing the right things, but tying it back to the business reason is the key to success.”
💡 Real talk: Don’t just say “we improved our lead scoring model.” Say “we added $1.2M in pipeline by surfacing the right leads faster.”
4. Org charts don’t matter. Vision, goals, and accountability do.
There’s too much worship of “who owns what.” Ownership is meaningless without clarity and follow-through.
💡 Example: One GTM org I worked with had three people writing the same nurture emails: marketing, sales enablement, and product. Instead of fighting over territory, the GTM lead aligned the team around one goal: accelerate hand-raisers to pipeline. The structure sorted itself out.
You don’t need a perfect hierarchy. You need shared outcomes.
5. If you’re constantly underwater, zoom out and reframe the game
Being busy is not a badge of honor. It’s a sign of reactive thinking. Yes, GTM teams are overloaded, but the high performers make ruthless trade-offs.
💡 Tactic: List your top 10 projects and score them on “Impact” vs “Effort.” Kill the bottom five. Present that list to leadership and say, “Here’s what we’re choosing to prioritize for business impact.”
Stop trying to be everything to everyone. Be critical. Be deliberate.
Do inconsistent UTMs mess up your campaign data?
UTM.io solves this by making it easy to create, share, and manage UTMs across your team. Avoid errors, save time, and get the accurate analytics you need to optimize performance.
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What’s Missing From Most Sales and Marketing Dashboards?
Top Commentary from Social
Great poll. It’s really all of the above except for real time data. RTD is only good for fully automated decisions, like trading software. The reason for this is that human decision making slows to seek contextual information for whatever the data is, making RTD useless. What does work is hashtag#Relevant Time Data, which is a time series that reflects the actual decisionmaking cadence. For most B2B, this is going to be weekly or monthly cadences; trying to get more granular creates volatility. Mark Stouse
Lack of Trust from Stakeholders is a result of lack in all the others.A. Lee Judge
what's missing is SOUL. Strategy with SOUL!! Ragen Dodson
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