Cracking the Code to GTM Efficiency

This blog is a summary of Eddie Reynold's Episode on the Revenue Mavericks Podcast. Visit the Mavericks Podcast Homepage to see the latest episodes.

Sales has always been a numbers game, but behind every metric is a deeper story. 

Over two decades in the field – and years spent refining strategies for high-growth companies – I've learned that true GTM efficiency isn’t just about hitting targets; it’s about building systems that scale. What does it take to create an organization that lasts? The answer lies in the alignment between executive vision, operational precision, and an unwavering focus on the right data.

Mastering GTM Efficiency

GTM efficiency is the art of generating more revenue at less cost in a repeatable, predictable, and scalable way. It balances the short-term goal of meeting pipeline targets with long-term investments in process optimization. Many organizations fall into the trap of pursuing “growth at all costs,” prioritizing speed over sustainability. But real efficiency demands a structured, thoughtful approach. 

A well-structured sales process provides clarity at every stage, from lead generation to deal closure. Successful organizations take the time to document these processes, integrate them into their tools, and establish KPIs to track progress. Regularly analyzing this data fosters a culture of continuous improvement, where decisions are guided by insights rather than guesswork. That’s the essence of GTM efficiency—focused improvement rather than just throwing more resources at problems.

The GTM Efficiency Pyramid

The opposite of “growth at all costs” isn’t endless complexity: it’s about ensuring a solid foundation before tackling advanced challenges. It helps to visualize GTM efficiency as a pyramid with clear fundamentals as a foundation.

1. Fundamentals: The base of your pyramid should be clarity. Do you have a clear ICP, qualification criteria, and a documented sales process? Are tools like Salesforce set up to track essential metrics? These basics create a framework for consistent execution. With clear ICPs and a documented process, teams can generate dashboards that reflect real-time performance. 
2. Adoption: Are teams trained on the process? Are they using it consistently? Do you review pipelines regularly to reinforce these habits? This is where consistency turns processes into results. This step is essential, because in order to properly forecast you need to have an accurate pipeline that’s regularly cleaned and reviewed. 
3. Optimization: Once processes are adopted, continue to evaluate and refine the metrics in your sales process. Are close rates improving? Are sales cycles shrinking? This stage drives incremental gains as you begin to develop tailored approaches for each team or market segment.
4. Automation: Finally, apply advanced tools and automated workflow and AI to scale our efforts. But automation only works if the data and processes beneath it are clean and accurate. Without the fundamentals, even the best tools will fail.
   
   

The challenge often lies in following this sequence. Many organizations rush to adopt the latest tools without addressing foundational issues, wasting time and resources. By prioritizing this sequence, teams can ensure sustainable and efficient growth. 

Prioritizing Revenue Operations: Where to Start?

Outbound vs inbound process, customer onboarding and retention, measuring customer health, asking customers for referrals – when it comes to RevOps, there's a lot to unpack. We recommend starting with a RevOps roadmap. This structured plan identifies the most pressing challenges and maps them to actionable initiatives. 

The left half of your roadmap should list organizational or revenue team goals. Use frameworks like Objectives and Key Results (OKRs) to clarify what the organization aims to achieve. Be specific: for instance, an objective might be "Generate $5M in booked ARR from marketing this year." 

The right half of your roadmap should list initiatives in RevOps to align with each objective such as refining lead definitions, improving routing, or enhancing follow-up processes.

From here, it’s essential to collaborate with leadership. Present these ideas to the CRO for feedback and adjustments. If they’re a good leader, a dialogue will open as you discuss what your organization’s priorities actually are. This proactive approach invites collaboration and establishes trust, and executive alignment will become transformative.

The Intersection of RevOps and Enablement

The overlap between RevOps and sales enablement is undeniable, but their ownership and focus differ. RevOps is about designing and optimizing the engine, focusing on process architecture, tools, and metrics. It’s about optimizing processes, building tools to execute them better, and analyzing metrics to identify what’s working, what’s not, and where to double down or cut back. Enablement, on the other hand, is about ensuring the team executes that process effectively through training and continuous reinforcement. 

For example, during my time at Salesforce, RevOps provided the structure – systems, process, and metrics. Enablement ensured I followed a workflow. I was onboarded by a dedicated enablement leader who ensured I understood what it looked like to update my pipeline on the daily. My actual manager, who didn’t have time to explain these systems to every new hire, assessed team performance and suggested improvements. 

Organizations that struggle with tool adoption often fail to set clear expectations. Just as you don’t struggle with employees not showing up for work because they understand the consequences, I’ve never had to fire someone for not using Salesforce. My expectations were clear: update close dates, dollar amounts, and next steps. It’s not about micromanaging; it’s about maintaining baseline adherence to processes. 

A Return to Relationship-Based Selling

The sales profession in B2B has shifted significantly since I started my SaaS journey over a decade ago. Before that, I worked in finance, raising capital for private equity and venture capital funds. 

In banking, sales is highly relationship-driven. Senior leaders have no issue selling or prospecting, focusing on personalized interactions and long-term relationships. You’re building relationships that could potentially last for the next 40 years. You get to know your clients’ children and hobbies and what matters to them.

When I joined Salesforce in 2013, SaaS was entering the “growth at all costs” phase with assembly-line sales models. The concept of SDRs, where junior employees initiate relationships to pass off to someone else, was foreign to me. 

The problem is that many sales leaders today only know this model. And today, as budgets tighten and customers are more discerning, the industry is returning to basics. Customers expect value-driven, personalized interactions – not surface-level pitches or automation-heavy outreach. Sales leaders must adapt. It’s a challenging shift, but in my opinion, it’s reinforcing the right behaviors. 

Breaking Down Silos: The Future of RevOps

We still have a long way to go before the CRO manages sales, marketing, and customer success as one cohesive unit. Too often, these functions operate in silos, leading to inefficiencies and missed opportunities. The ultimate goal of RevOps is to align all of these functions under a single North Star. 

Achieving this alignment requires a cohesive strategy and strong executive sponsorship. The most successful RevOps leaders demand a seat at the table, driving cross-functional collaboration and delivering measurable results. 

For organizations looking to unlock their potential, the path is clear: invest in foundational excellence, prioritize alignment, and build a culture of continuous improvement. By doing so, they can achieve sustainable growth and lasting success in an increasingly competitive market.

To learn more about how we help organizations achieve revenue efficiency, visit Union Square Consulting.