Recotap

Recotap is an AI-powered ABM platform helping GTM teams drive efficient and effective customer acquisition. As a founder, I led the bootstrapped venture from concept to product-market fit and sustainable revenue growth, driving strategy, execution, and innovation.

Key Achievements:
Designed and executed the GTM strategy for the 0-1 journey, integrating marketing programs to drive business expansion and accelerate demand generation.

Forged strategic alliances with industry leaders (e.g., LinkedIn, HubSpot), amplifying market reach and driving business development opportunities.

Built and mentored cross-functional teams, fostering a high-performance culture and improving collaboration across Marketing, Sales, and Customer Success.

Advised clients on ABM roadmaps and execution, delivering measurable results in revenue growth and customer engagement.

Influenced product strategy by identifying key customer problems and market opportunities, resulting in a more targeted product roadmap.

Co-Founder

Ignite ABM

Ignite ABM is your Go-to Consulting partner for crafting impactful Go-To-Market strategies. We specialize in leveraging the principles of Account-Based Marketing to drive industry-leading growth for your business.

Managing Consultant

The ABM Voice Podcast

Podcast Host

AppliedMACS Technology Solutions Pvt. Ltd.

Infosys Ltd

Led high-impact digital transformation initiatives for Fortune 100 clients across Banking, Telecommunications, and Professional Services sectors, managing multi-million-dollar projects across multiple geographies and consistently delivering results that drove business growth.

Cultivated and nurtured strategic relationships with key clients, leading business development efforts with Nordic and Australian telecom clients (top 5 Infosys client), consistently exceeding expectations and delivering significant business outcomes.

Advised C-level executives on aligning technology investments with business goals, ensuring technology solutions supported strategic growth objectives and delivered measurable ROI.

Partnered in organizational development initiatives to streamline delivery processes, enhance talent management, and boost operational efficiency, resulting in improved performance across teams and projects.

Built, mentored, and led high-performing teams across diverse geographies, fostering service delivery excellence and ensuring consistent, high-quality project outcomes and client satisfaction.

Portfolio Manager

Hewlett-Packard

Associate Project Manager

Co-founder & CEO of Recotap. 📣 Account-based Marketing evangelist. 🎙️The ABM Voice Podcast host. 🚀 Startup Mentor. 🎯 Follow me for actionable Go-to-Market ideas. 📅 Book a time with me on officehours.com/arun

With over 2 decades of experience spanning enterprise IT and entrepreneurship, I bring a strategic outlook and execution skills to transform business challenges into revenue opportunities.

By aligning technology with customer needs across Banking, Telecommunications, and Professional Services sectors, I've delivered solutions that unlock stakeholder value.

I'm passionate about engineering customer-centric products, designing result-driven marketing programs, and implementing go-to-market strategies that accelerate growth.

My interests lie at the intersection of Product Innovation, Marketing, GTM and Strategic Alliances, helping organizations navigate AI transformation and capitalize on emerging opportunities.

Arun Gopalaswami ☸️

Amplifying B2B SaaS Growth | Driving Pipeline Revenue through Demand Gen & ABM

I help B2B SaaS and IT Services companies turn marketing into a revenue driver, not just a cost center.

After 15+ years of leading marketing strategy, ABM, and demand generation, I’ve seen one thing again and again: great products struggle to grow because marketing efforts are misaligned with GTM goals, the tech stack is bloated, and there’s no clear path from campaign to pipeline.

That’s when I knew I wanted to do more, to bring a more focused, execution-led, and results-driven approach to B2B marketing.

At the end of 2023, I left my full-time job to start consulting independently, something I had always wanted to do. 

Over the next few months, I worked closely with several B2B SaaS and IT Services companies to help them generate pipeline, speed up deal cycles, and drive measurable growth through focused ABM and Demand Gen strategies.

By October 2024, I decided to turn that independent journey into something bigger and more structured. I wanted to build a team of experts and create a consulting brand that could deliver both strategy and execution at scale.

And that’s how Engrow was born.

At Engrow, we specialize in ABM and Demand Generation consulting for companies with high ACV deals and long sales cycles. 

We help you acquire, accelerate, retain, and expand your most valuable accounts, using lean tech stacks, clear strategy, and measurable execution.

Whether you need a fresh ABM strategy, want to launch demand gen campaigns, or just need someone to bring structure and clarity to your GTM motion, that’s where we come in.

Let’s connect if you’re looking for a strategic partner to help you drive real pipeline and revenue growth, not just leads.

Debjit Sen

Buying groups were never separate from ABM.

They’ve always been part of how enterprise deals actually get done.

Because in B2B, decisions rarely sit with one person. Most meaningful deals involve multiple stakeholders across different roles and functions.

For years, however, marketing largely operated at an individual level, optimising for lead volume and measuring success by how many new names entered the system.

And that’s where the disconnect starts.

Sales ends up receiving a list of individual contacts, while the actual buying decision is happening across a group of people inside the account.

Moving away from contact-only thinking doesn’t mean contacts stop mattering.

And shifting entirely to account-level reporting without understanding who inside the account is engaged creates another blind spot.

The more practical way to think about it is to recognise the layers that actually exist.

An account is not a single unit.
Within it, there can be multiple business units.
Inside those units, buying groups form.
And within those buying groups, individual contacts influence the decision.

Each of these layers matters.

Account-level signals help you see whether something is happening at all.
Contact-level engagement helps you understand who is shaping the conversation.

When both views are considered together, the picture becomes much clearer.

An account may show strong overall engagement, yet certain individuals within the buying group might be driving most of that activity.

Understanding that dynamic allows you to:

→ Prioritise the right accounts
→ Focus on the right business units
→ Engage the right stakeholders
→ Support sales with context that reflects how buying actually happens

Buying groups is not a new strategy.

They simply reflect the reality of how companies make decisions.

When ABM is designed around that reality, marketing and sales stop working with fragmented signals and start operating around the same buying motion.

Would love to know how you think about buying groups inside your ABM strategy.

Founder at Engrow | ABM & Demand Gen Consulting for B2B SaaS & IT Services Companies

ABM works only when sales genuinely supports it.

And that support doesn’t come from alignment meetings or shared dashboards.
It shows up when sales feels ownership of the program.

Most of the ABM programs I’ve seen struggle right at this stage.
The activity looks right, engagement starts to show, and still sales finds it hard to trust how the work connects to the pipeline.

What usually makes the difference is how the program is designed.

Design your ABM motions around what sales wants to solve.

Sales knows this better than anyone.

→ Where conversations aren’t turning into meetings
→ When target accounts don’t recognise the brand
→ Why deals stall after early interest

When ABM is built around these realities, support from sales becomes natural instead of forced.

The next shift involves sales in shaping the solution.

They already have a strong point of view on the conversations they want to have and where accounts tend to get stuck.
What’s often missing is a structured way to turn those ideas into a program.

Another important piece is clarity on responsibilities.

Many ABM programs quietly break down because expectations are assumed instead of agreed.

→ Marketing expects sales to follow up
→ Sales expects marketing to drive engagement

Writing down who owns what removes that friction early and makes execution smoother.

Once ownership is clear, the program itself doesn’t need to be complex.

Clear activities, a realistic timeline, and a shared understanding of how the program runs week to week give sales the confidence to commit.

Defining success before launch also plays a big role.

Not just the final pipeline number, but the early signs that show momentum.

→ More of the right stakeholders engaging
→ Better quality conversations
→ Accounts moving forward faster

These leading indicators help everyone stay aligned before outcomes fully show up.

How the program is presented internally also matters more than most teams realise.

When marketing presents alone, it feels like a marketing initiative.
When sales and marketing present together, it feels like a business decision.

Consistency is what keeps everything moving.

Regular weekly syncs help teams stay close to what’s working, what’s stuck, and what needs to adjust.
Small changes made early prevent momentum from slipping later.

ABM earns sales support when sales feels responsible for its success.

When that ownership exists, ABM stops feeling like an experiment.
It becomes a shared way of working that both teams trust.

Sharing this in case you’re trying to build ABM with sales, not next to them.

ABM program that sales supports

Field marketing should be part of your ABM program.

Not as an add-on or a separate initiative, but as a core motion inside your account strategy.

The format itself doesn’t need to change.
The experience can still be a dinner, a roundtable, or a private gathering.

What needs to change is the intent behind it.

Instead of planning experiences first and then deciding who to invite, start with the accounts.

Ask which accounts you are trying to move forward, what stage they are in, and what kind of experience would genuinely help create progress with them.

This only works when ABM is treated as part of your GTM logic, not as a parallel initiative running on the side.

That small shift makes field marketing far more strategic.

Experiences then become designed around:

→ Specific 1:1 priority accounts
→ Small 1:few clusters
→ Target segments that need deeper engagement
→ Deals that need acceleration

Field marketing still owns the experience.

ABM brings the clarity that shapes it.

→ Which accounts are prioritised
→ Where they sit in their buying journey
→ Which stakeholders should be involved
→ What narrative needs reinforcement

Execution remains with field marketing.
Alignment comes from the account strategy.

Measurement also evolves.

→ Engagement from the right accounts
→ Multi-stakeholder participation
→ Movement across buying stages
→ Influence on pipeline and deal velocity

When the right stakeholders from the right accounts are in the room, conversations move differently.

Without that alignment, field marketing can feel like activity on a calendar.

With ABM guiding it, the same activity becomes intentional and revenue-connected.

That’s why field marketing works best when it operates as an integrated motion within ABM, not alongside it.

Would love to know your thoughts on this.

One intent signal which is often overlooked is LinkedIn engagement.

Not the vanity metrics we see on dashboards.
But the signals that tell us who is already paying attention.

Every day, people visit company pages, engage with posts, and follow brands on LinkedIn.
These actions are not anonymous.
They come with names, roles, and companies attached to them.

What makes this interesting is how complete this signal actually is.

There’s no guessing involved.
You can clearly see who has engaged, where they work, and what role they play.

When someone engages with our content, they’re doing more than reacting to a post.
They’re showing familiarity and, in most cases, signalling interest as well.
And often, they already belong to our target accounts.

This is where the opportunity becomes much clearer.

Instead of treating LinkedIn activity as just awareness, it helps to look at it a bit more intentionally.

→ Who is engaging
→ Which target accounts they belong to
→ Whether they fit the roles we usually sell to
→ If there’s already an existing relationship in place

When these signals are viewed this way, they stop feeling like surface-level engagement.

They become actionable.

→ Outreach feels warmer because context already exists
→ Conversations don’t start from zero
→ Sales and marketing work from the same visibility

This doesn’t mean LinkedIn replaces other intent signals.

It simply means one of the clearest and most accessible signals is already available, and often underused.

Would love to know your thoughts on this.

If you’re a startup trying to break into enterprise using LinkedIn ads with a limited budget, this is where you should start.

Begin with clarity around who you actually want to win.

Build a focused target account list that includes only accounts that truly match your ICP.
This will bring precision when you have a limited budget.

Once that list is clear, enrich it to identify the right people inside those accounts.

Find contacts based on the right functions and seniority levels, and upload them directly into LinkedIn.

From there, keep your messaging simple but intentional.

Instead of running one generic message, test three clear angles:

→ A pain-driven message that speaks to the problem they’re likely facing
→ A value-led message that highlights the outcome you deliver
→ A proof-based message built around results or credibility

Different stakeholders respond to different triggers. Clarity beats complexity here.

→ Run thought-leader ads in parallel
Enterprise buyers don’t respond well to product heavy messaging from a brand they don’t yet trust.
Insight-led content from founders or leaders builds credibility first, which makes the direct outreach feel more relevant.

→ Pay attention to meaningful signals as campaigns run
Look at response quality, engagement from target accounts, and signs that conversations are warming up.

Doesn’t matter whether you’re a startup or an established company, breaking into enterprise needs targeted precision, showing up consistently, and refining based on what the accounts are actually telling you.

That’s it.

Sharing this because recently I’ve received a few queries from SaaS startups who wanted to run account-based LinkedIn ads but weren’t sure how to approach it with a limited budget.

Most ICP discussions sound strategic.

But when you look closely, they’re often built on assumptions rather than evidence.

Attractive logos, promising markets, and “ideal” segments can look right on paper, yet the accounts that actually drive revenue, renew smoothly, and expand over time often tell a different story.

So instead of asking, “Who would we like to sell to?”, a better question is, “Which customers are actually the right fit for us?”

This simple shift changes everything.

What I suggest to every brand is to look at internal perspectives before redefining their ICP.

Start with finance.

Look at
→ Top accounts by profitability
→ Payment behaviour
→ Lifetime value by segment

This helps you understand which customers generate strong revenue without constant friction.

Then speak with customer success.

Review
→ NPS by account
→ Product usage patterns
→ Support ticket volume and type

Now you begin to see which customers are engaged, getting real value, and likely to grow.

Finally, involve sales.

Check
→ Win rates by segment
→ Sales cycle length
→ The actual buying groups involved
→ Common blockers and consistent champions

This shows which types of accounts move efficiently from first conversation to closed deal.

You get a clear picture of your ICP when these three views align.

Your best customer is usually
→ Profitable
→ Actively using the product
→ Relatively smooth to sell to
→ Positioned for expansion

That’s a far stronger starting point for ABM than choosing accounts based on brand recognition or aspiration.

If you asked finance, customer success, and sales to describe your best customer today, would their answers match? Let me know in the comments.

Not every ABM play needs to be measured the same way.

And asking only how many meetings were booked for every program is simply not practical.

Because not every ABM initiative is designed to generate meetings.

Some initiatives are meant to build awareness.
Others focus on deepening engagement and building internal alignment.
There are also plays designed to generate pipeline or accelerate deals already in motion.

When everything is measured using the same metric, performance gets misinterpreted and teams start optimising for the wrong outcomes.

In this week’s edition of ABM & Beyond, I’ve broken down the right way to measure different ABM plays and why defining success based on the job of each initiative changes how you evaluate impact.

If you’re building an account-based GTM motion and want more clarity around what to measure and when, this one is worth a read.

One pattern I continue to see across teams is how ABM programs are evaluated at the end of a quarter. After they activate their ABM motion, the discus

Open article: How to measure different ABM plays by Debjit Sen • 4 min read

taplio

The Battle

Arun Gopalaswami ☸️

Debjit Sen

Followers

Posts

Engagements

Likes

Performance ScoreDebjit Sen's LinkedIn Performance

Ready to grow your LinkedIn presence?

taplio

The Battle

Arun Gopalaswami ☸️

Debjit Sen

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Debjit Sen's LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance ScoreDebjit Sen's LinkedIn Performance