Scaling GTM Ops for B2B SaaS Startups ⚙️🛠️

As a Marketing and Revenue Operations Consultant with over 10+ years of experience, I help the top startups & Fortune 500 Companies grow their revenue through operational excellence 🚀💸

My Background & Experience: 
★ Scaled operations at 10+ Companies that were growing at 100% Year over Year 📈
★ Over 30+ certifications in Marketing & Revenue Sales Technology 🏆
★ Launched 10+ PLG & Freemium Efforts 🚀
★ Scaled 100+ Salesforce Instances 🛠️ ☁️
★ Scaled 100+ Hubspot Instances ⚙️
★ Optimized 75+ Marketing & Revenue Analytics & Attribution Tools 🛠️
★ Managed Millions of Dollars in MarTech Spend
★ Sales/Marketer Turned Ops Engineer  💸

My Portfolio: 
★Samsung / Samsung NEXT
★Connectwise
★AT&T
★WPP
★Madkudu
★15Five
★Lever
★Aerolase
★Madison Square Garden
★ControlCase
★Auvik
★Ramp
★Productiv
★John Varvatos
★ and many more.....

My Beliefs: 
★Ops Teams need more bandwidth via On-Demand Technical Talent #ExtraBandwidth
★Business Teams need solutions that make technical things easy
★Repeatable & Scalable Lead Generation is achievable
★Marketing & Revenue Operations can be strategic but requires a holistic approach to the business 
★Work can be and should be Fun! 

Outside of work, I am: 
★ Most importantly, a Family Man 👨‍👩‍👦
★ Diehard Knicks & Giants fan🏀🏈
★ Foodie 🍕🍔
★ Lover of nature 🌴
★ Sneakerhead 👟
★ Health Fanatic 💪🏽
★ Real Estate Investor 🏡

For more information on how my expertise can help your company grow, please visit www.JayOh.io.

Joe LaGrutta, MBA

When I see a company hire more salespeople instead of fixing their sales process, I already know what the next 6 months will look like.

We had a client do this last quarter. Great product, healthy market, but their pipeline looked like a Jenga tower — wobbly, unpredictable, and one bad month from collapse.

Their CRO’s solution?
“Let’s add four more reps.”

Cool. Except here’s what we found in the audit:
	•	37% of opps were missing required fields critical to forecasting
	•	Lead handoff time had crept from 18 minutes → 7.3 hours
	•	No one trusted the stages, so reps created their own “shadow pipeline”
	•	Marketing had no idea which channels were actually converting

Adding bodies wasn’t going to fix that. It was going to multiply it.

So here’s what we did instead:

1️⃣ Cleaned the lifecycle — mapped reality, not wishful thinking.
2️⃣ Rebuilt the stage definitions — reps finally had guardrails.
3️⃣ Cut lead routing time by 84% — which alone gave them ~22% more at-bats.
4️⃣ Stood up a simple attribution model — suddenly budget decisions made sense.

The wild part?
They hit their quarterly target before the new reps even finished onboarding.

I’m not anti-hiring. I’m anti-hiring-your-way-out-of-avoidable-chaos.
At JayOh - the GTM Engineering Company , we see this across almost every $10M–$50M GTM org:

Headcount isn’t the problem. Friction is.

If you want the RevOps Leak Finder we use in these audits, DM me “Leak Finder”

Fractional RevOps & GTM Teams (and Memes) ⚙️🛠️

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Most teams don’t have a budget issue — they have a visibility issue.

When money gets tight, everyone panics because nobody actually knows which channels are pulling their weight.
So everything looks “important.”
Everything feels “strategic.”
And everything becomes impossible to cut.

It forces you to answer the only question that matters:

“What’s actually driving revenue, and what’s just burning calories?”

Every time we build or review attribution models for clients, three truths show up immediately:

1️⃣ 20–40% of the budget is doing nothing
2️⃣ A few channels are doing all the heavy lifting
3️⃣ Teams wildly underestimate the compounding value of brand + paid working together

Once you see that, budget cuts stop feeling like torture.
They feel like an optimization problem.

Tight budgets don’t kill marketing.
Flying blind does.

The teams that win the year?
They’re the ones who can prove — with math, not vibes — what happens when you reduce spend, shift mix, or scale one lever over another.

Budgets shrink.
Impact doesn’t have to.

The fastest way for a CMO to get fired?

– Big spend
– Lots of MQLs
– No one can explain why revenue is flat

It’s almost never the channel that’s the core problem.
It’s that:
– lead routing is broken
– stage definitions are vibes-based
– CRM data is a war zone

We call the fix a Marketing Ops Engine.

First, we make your reporting bulletproof.
Then we go back and scale what actually works.

Enrichment credit budgets crack me up.

Teams will spend $7 worth of credits researching someone who typed “asdfasdf” into a demo form…
and then wonder why they run out halfway through the quarter.

Most teams don’t have a credit problem — they have an enrichment strategy problem.

They enrich everything.
Every form fill.
Every webinar attendee.
Every inbox gremlin with a pulse.

Basic enrichment should be automatic.
Deep enrichment should be conditional.

Yes — enrich most leads.
Email, name, company, HQ, firmographics… that’s table stakes.

But the expensive stuff —
tech stack
intent layers
AI agent lookups
multi-source cross-checking
deep persona profiling —

That should only happen after the lead proves it deserves the investment.

The hardest weeks aren’t the ones where things go wrong —
they’re the ones where everything technically works…
but nothing scales the way you expected.

One new customer breaks the process.
One new hire exposes the cracks.
One new tool creates five new problems.
And suddenly “simple” becomes “why is everything on fire?”

Here’s the truth nobody tells founders:

Scaling isn’t adding more.
Scaling is removing the stuff that collapses under pressure.

It’s tightening the workflow.
Cleaning the data.
Fixing the UI.
Unclogging the bottlenecks.
And building systems that don’t scream when you add volume.

If your week feels “difficult difficult lemon difficult,” congratulations —
you’re not failing.
You’re hitting the exact moment where a startup stops being a hustle…
and starts needing actual systems.

And that’s where the real work begins.

B2B SaaS Growth Marketing

I don’t run “campaigns”—I engineer growth systems. With 15+ years in enterprise B2B SaaS and cybersecurity, I’ve rebuilt stalled engines at $100M–$650M ARR companies by blending ABM, demand gen, MOPS, and channel optimization into one operating rhythm.

Unlike most orgs that split ABM and demand gen, I run a combined funnel model. That balance means we can target buying committees with coordinated ABM plays while still capturing inbound intent through AEO, SEO, paid, and nurture. Both funnels roll up into a single pipeline view that the board actually trusts.

⚡ What this looks like in practice:

Paid Channel Optimization at Scale → Restructured LinkedIn + Google Ads frameworks, improving click-through rates by double digits and reducing cost per lead by over a quarter in one quarter.

Inbound + SEO Engine → Built integrated blog + nurture + website optimization programs that drove sustained organic growth and inbound lead capture.

Dual Funnel in Action → Demandbase-powered ABM plays (LinkedIn, exec outreach, SDR follow-ups) that lifted SQLs 2–3x, paired with lead-based paid search + nurture sequences that cut CAC by >25%.

Funnel Architecture + Visibility → Built end-to-end dashboards that map account + lead progress across MQL, SQL, opportunity stages, and track marketing-sourced vs. marketing-influenced pipeline. This created a single source of truth for the CMO and board, tying spend directly to pipeline and revenue impact.

Email Nurture Architecture → Overhauled nurture to do two things at once: re-activate stagnant database segments and auto-enroll net-new leads from campaigns into tailored sequences. Built scalable frameworks for events, webinars, and reactivation plays that turned dormant contacts into pipeline and ensured every fresh lead was worked with precision from day one.

AE/SDR Handoff Accountability → Built routing rules, scoring models, and SDR and AE SLAs that cut lead leakage and forced accountability into the sales development function without adding headcount.

Operational Discipline → Weekly performance rhythm where SDRs, ops, and campaign leads align on leading + lagging KPIs. No vanity metrics—just cost per demo, funnel velocity, and CAC payback.

🚀 Where this shows up:

VP Growth Marketing @ Deepwatch (cybersecurity MDR/xMDR leader).
Absolute Software (security SaaS) – rebuilt growth marketing for $250M ARR org.
Advisor @ ICA Fund – pipeline and GTM systems for early-stage SaaS

Delijeh Snyder

Most marketing teams confuse activity with progress. That’s how credibility with sales quietly erodes.

It usually shows up like this: Marketing says, “Engagement is up.” Sales asks: “So what actually moved?” This happens because activity is easy to point to: clicks, form fills, webinar attendance, and intent spikes. But progress is something else entirely.

➡️ Activity vs. Progress: 
Activity is observable behavior without obligation. Progress is a prospect's commitment to a decision, a timeline, or a test of value: 

🔴 A buyer clicking around pricing is an activity.
🟢 A buyer saying “we’re deciding whether to outsource this function by the end of the quarter” is progress.

🔴 A webinar sign-up is activity.
🟢 A follow-up where the security lead brings procurement and IT into a scoped evaluation is progress.

🔴 High “intent” from one person is activity.
🟢 A defined pilot with agreed success criteria is progress.

➡️ Where strong teams separate themselves is in how they report this distinction. Instead of leading with activity volume, they anchor updates to account progression. This isn’t theoretical; the signal already exists in the platforms most teams use.

✅ In Demandbase, that means reporting against the Deal Journey, showing whether an account has actually moved from early engagement → problem identification → active evaluation → commercial review

✅ In 6sense, it shows up as movement across Buying Stages, not just higher intent signals.

So the update shifts from: "This webinar drove strong engagement” to
“This webinar moved three target accounts from early engagement into active evaluation tied to open opportunities.” Same activity. Same accounts. Completely different signal.

That’s how marketing earns - and compounds- credibility.

#RevenueMarketing
#GTMStrategy

VP Revenue Marketing | GTM Advisor | Cybersecurity & FinTech

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