How do you measure your own success in your role? How much have those performance indicators evolved as you grew within your role?

In the Demand Generation world, KPI's are ever-evolving but one always remains consistent - "to drive marketing pipeline for the business." When starting out your career in DG, KPI's will be decided by your MLT team and assigned dependent on the annual, bi-annual or quarterly goals. Some of the most common may be dependent on: - a low performing product line needing a boost - a regional team needing pipeline assistance - or a channel needing support As you grow into DG leadership, additional KPI ...Read More

In terms of defining success, more top line KPIs are aligned to the targets set for pipeline and ACV (annual contract value) and my team's marketing contribution. Since my team focuses on building new C-Suite relationships for a set global list of top accounts, we're able to measure and hold ourselves accountable to the ability to drive new C-Suite relationships and expand our footprint within the top accounts. Qualitatively I also check in with my key stakeholders to ensure my teams are aligned ...Read More

My role evolved as the organization grew from $100 mil ARR to ~4X the size today. In earlier days, our GTM motion was primarily PLG. I was measured on Qualified Traffic as a leading KPI, and Trial volume and Sales CVR% as the lag KPIs. Today, we have a twin GTM engine - PLG & Direct Sales model. My role and success parameters have evolved accordingly. I'm measured on Marketing sourced and influenced pipeline. The leading metrics are Trial volume and # of accounts displaying category intent a ...Read More

My measurement of success in a Demand Generation role has always relied on 2 types of performance indicators: Classic Demand Gen KPIs and Process Efficiency/Multiplier Metrics.1. Classic Demand Gen KPIs (The "What")Think of the fundamental metrics that directly contribute to revenue. These are my leading and lagging indicators of success:-Marketing-Qualified Leads (MQLs): Volume and, more importantly, MQL Quality (measured by Sales Accepted Lead conversion rate).-Pipeline Generation: The total v ...Read More

I measure my success in a role in a few different ways. First, am I hitting my targets? KPIs, goals, etc as aligned and agreed upon by the business. Think of these as quarterly or yearly metrics that you build plans against, execute, and deliver results. If I’m not hitting my targets this is where I spend the bulk of my energy.  Second, am I building relationships and cultivating a company culture and set of values that I can be proud of? The how of getting work done is so important and it can s ...Read More

Success in Demand Generation is the same as business success - revenue. DG is, however, in a position to track and influence the results of many different leading indicators that come before revenue. Things like: New contacts engaging with the brand Hot leads / people who want to talk to sales Sales meetings scheduled Sales opportunities opened A while back, it was more common for DG to be measured only on top-of-the-funnel metrics, such as leads. However, just because someone is a lead does not ...Read More

I measure my own success in my role in two ways: The impact I have on my internal team: culture, processes, stakeholder management, leadership, creativity, and team health. The impact my teams work has on the bottom line of the business: how much revenue is our work contributing to, are we influencing repeat business, are we getting good feedback from clients/customers, are we pushing creative boundaries in our discipline, etc. These performance indicators/categories have stayed relatively the s ...Read More

This has varied for me from role to role and based on my responsibilities. As I grew in my career and managed a team, my KPIs also evolved. Think about the difference between getting to 1 million ARR compared to 100 million ARR, as an example. In terms of measuring my own success in my role outside of company KPIs, it’s largely focused on helping others, growing my knowledge and growing from a career perspective. I reflect on how much I have helped my team grow as individuals and ensure I help e ...Read More