I believe the top traits across demand generation candidates are as follows: * Sense of urgency * Attention to detail * Curiosity * Have a point of view but hold it lightly * Growth mindset, willingness to learn continuously * Solution-oriented thinking

Don't believe the "experts". NO ONE knows the answer to this question with confidence). All that said, here are my hot takes: AI will have an impact on your career as a Demand Generation professional in the medium term. How? -Automation of your routine tasks: AMEN. This is a great thing and will allow us all to spend more time focused on more interesting creative and strategic problem solving. -Enhanced Data Analysis: Again, this is rad. Imagine you have your own, personal data scientist to help you parse the reams of data we collect as marketers, and develop real and impactful business insights. -Personalization at Scale: More great news here. AI will help us personalize sales and marketing interactions beyond the hard limits of 1:1 "account based marketing". That means more net new leads, more qualified leads, more opportunities, higher average deal sizes, more closed won and happier customers. -Improved Lead Generation and Nurturing" See above for personalization; it will have a meaningful impact on our ability to ship the right ad to the right prospect at the right time. It will help us customize our nurture streams and produce the right content. This is great news for all of us. -Content Creation and Optimization: This is probably where you can see the biggest impact RIGHT NOW. If you are not using free, off the shelf tools for content ideation, outline creation, narrative flow, H1 & H2 creation and editing for readability....you are missing out. Will this replace the Content Marketing Manager or Copyeditor role anytime soon? I don't think so. It's just going to make them more productive. -Real-time Customer Insights: I don't think we're here yet, but I think it's coming and it's a GREAT THING. In near-future states, AI will provide real-time insights into customer behavior and engagement, allowing for more us to be responsive and pivot quickly to marketing strategies. The big question for us human working professionals is, "can we increase our agility and be prepared to quickly adjust campaigns based on these insights?" -Skillset Evolution: Ok so this one is INTERESTING. You want to take a risk and get ahead of building an inevitably hot, in demand skill? Invest in your query development skills (I recently heard of a startup shutting down for a month to train their entire staff on this). Get proficient in using AI tools and platforms, understanding AI-driven analytics, and how businesses can integrate AI into your overall strategy. All that said, I don't think AI will replace your role in the next 5-10 years, provided you embrace and leverage the tools that are rapidly becoming made available to you. In the long term - ten plus years - AI will almost certainly transform the the role. Maybe even eliminate it as it stands today. But there's no need to panic. It may be hard to remember, but there were no "Demand Generation Managers" 20 years ago. And Marketers like you and me still have jobs.

Framing KPIs in terms of control and impact: if you control it or influence it, you can own it. In Demand Gen, we can control lead quality, MQLs routed to sales, and even the initial stages, such as Sales Accepted Leads, meetings, and early-stage opportunities. However, once we move past meetings and into opportunity creation, we enter a gray area. At that point, we’re less in control of what sales is doing during meetings or POCs, making it harder to be accountable for bottom-of-funnel outcomes. Similarly, in a self-serve model, it’s challenging to be fully accountable for results that are dependent on the product experience and UX. We can drive engagement with emails and in-app messages to guide users toward a successful trial, but ultimately, accountability for product and UX changes lies outside of our control.

Always base it on revenue performance. When evaluating any channel think about the customer acquisition cost in that channel compared to the total lifetime value of any customers required from that channel. If those economics are not positive, you shouldn't be in that channel. There is too much pressure these days to be in every single channel. It's not necessary. What I've found is 20% of the channels you're in drive 80% of the revenue results. So keep testing until you find that 20%

Here are a group of internal stakeholders that I believe is important to get buy-in and approval. I would ensure every group listed below have seen your plan prior to getting it launched as each group can actually help provide assets/ideas to complement your plan. Sales leadership (Informer): Please note I specifically didn't put Sales leadership as an approver. This doesn't mean you shouldn't work with your Sales leaders often and early to get their feedback on your strategy but make sure every decision you make nested underneath that strategy is back by data and historical trends to predict the desired outcomes. Field (sellers/AEs, inbound/outbound sales rep (Input): You should always find a handful of seller to understand what painpoints your customers/prospsects are facing in market and whether or not your messaging resonates with those pinpoints. Product Marketing (Influencer): Messaging and positioning is a critical part to your success! Ensure you bring PMMs on early and often to ensure you are on point with pitch and value propositions. Your boss/VP/CMO (Approval): This one is obvious but I would absolutely make sure you get sign off on this by your chain of command to ensure your plan is complementary to the rest of the overall global marketing strategy. Customer Marketing (Influencer): It's critical to have customer success stories to validate your product/services! Your prospect/customers are going to ask sellers how other customers are using your product/services similar to them or in their industries. ABM (for up market, Influencer): Make sure your plan doesn't overlap with ABM's plan! Product (if you own PLG, Informer): same logic as ones listed in the "sales leadership" section above. Sales Enablement/Sales Programs (Informer): doing things in silo will never work. Amplify your impact by ensuring everything you do aligns with sales programs and the enablement programs for the quarter. That way, whatever you are creating demand for, your sellers will have the proper education/training to sell the solution and they will have tools from sales program and target accounts to go after. Once everyone signs off on your plan I would recommend you check in mid campaign and post campaign.

* Own: * Lead volume and quality (MQLs, SQLs). * Campaign performance (CTR, conversion rates). * Pipeline contribution and ROI of demand gen efforts. * Don’t Own: * Pure revenue metrics (owned by sales). * Customer retention and expansion (owned by customer success). Focus on the metrics you directly influence and partner closely with sales to ensure alignment.

It’s crucial for Demand Generation professionals to see how their contributions align with larger company goals and strategy. This fosters a sense of purpose and keeps them invested in the organization’s success. Given the cross-functional nature of the role, offer senior team members the opportunity to lead strategic workstreams rather than being limited to tactical execution. This not only increases their impact but also enhances their leadership skills and long-term career prospects. To retain top Demand Generation talent, provide a clear career path with opportunities for growth. Ensure they are continuously challenged with stretch projects that expand their skill set and keep them engaged. While empowerment is key, leadership must also offer necessary support and “air cover” to help them navigate obstacles effectively. By fostering growth, empowerment, and strategic involvement, you create an environment where top talent feels valued and motivated to stay.

If you find that volume is sparse in digital channels like organic and paid, here are a couple suggestions: 1. Conferences Your prospects will always try to be leveling up. If they aren't using the world wide web for this, then they are attending their industry specific conferences. Experiment with trying a few different conferences in a calendar year just to determine if it's worthwhile to fish there. 2. Referrals Spin up a referral program and use the network of your existing customer base to spread the word on your behalf. Make sure you incentivize both the referrer and the referee. 3. Co-marketing webinars This is a very economical way to grow your audience. Find non-competitor companies that are also serving your prospects and ask them to do a co-marketing webinar with you. Set the precedent that you and they will promote the webinar to your own audiences and then share the registration and attendee lists afterwards. 4. Invest in building out your TAM (total addressable market) If they aren't using digital channels, chances are you are going to need to invest in ABM and sales outbound. Prior to doing this, put a lot of effort into identifying your TAM. Not only identifying the companies, but then enriching the accounts with useful information. Your going to need tools and resources like Zoominfo, Clearbit, Clay, and Virtual Assistants to get this done.

To determine the KPIs you want to track, it's important to align with stakeholders on which KPIs matter most. While there may not be an inherently "wrong" KPI to track, some may require more analysis to understand the full picture. Here are a couple of examples: 1. Email open rates can indicate interest in a topic or message, and can be useful for benchmarking overall email engagement. However, open rates aren't always the most accurate due to bots, email client blocking, or privacy features. Instead, I'd recommend click-through rates if you're looking to get a better understanding of how people are engaging with your emails and taking action based on the message 2. Website visits are certainly an important KPI to measure, but they should be analyzed and segmented, especially from a demand generation perspective. For instance, if your organization has recently released new open roles, it may cause a spike in website visits, but these visits may not necessarily convert into customers

To manage pipeline forecasting differences between sales and demand generation, I'd focus on building a system where sales, demand gen, RevOps, and MarOps work together, combining sales' insights with campaign data for one solid forecast and identifying any root causes. Below are the typical steps that I go through: * Create joint processes, like unified dashboards, to quickly spot and troubleshoot discrepancies. * Ensure a common understanding of key metrics - lead volume, conversion rates, etc. - and the assumptions behind them, such as product launches, P&P changes, or marketing campaign launches, so both teams are aligned. * Troubleshoot data pipeline, which often causes forecasting discrepancies and gaps. Addressing this first saves time before digging deeper. * Review individual metrics alongside historical performance to identify shifts in trends or dynamics, ensuring forecasts reflect current realities. * Set up weekly or bi-weekly check-ins to keep communication going, adjust forecasts as needed, and build trust across teams.