Andrei Zinkevich

Co-founder @Fullfunnel.io| ABM & full-funnel marketing for B2B tech companies with high ACV and long sales cycle

We transform B2B Tech and Service-based companies from siloed sales and marketing to full-funnel account-based marketing and demand generation. 

We help your team develop an ABM strategy, launch pilot programs, operationalize and scale the programs without ramping up budget or depending on external agencies.

Here is how.

1. ABM STRATEGY.

We go together through a 3-week initial strategy sprint that includes: 

- Deep assessment of current marketing and sales processes
- Challenges both teams face and the root reasons behind them
- Revenue and channel analysis to identify focus markets and ICP for the ABM campaigns
- Custom ABM strategy development including detailed:
- Marketing and sales alignment with ICP, strategy and playbooks

2. LAUNCH PILOT ABM PROGRAM.

Within a single quarter, we’ll work with a pilot team to implement a minimal viable full-funnel program, without pausing existing processes. The pilot team usually consists of one marketer and one sales development rep.  

When we hit the target KPIs, we move to the operationalization and scaling stage.

3.DEVELOPING FULL-FUNNEL ABM FUNCTION.

At this stage we combine ABM with demand generation function to create a holistic model that creates awareness, generates demand and activates accounts that are already engaged across the full funnel.

SPRINTS INCLUDE:

-> Account-Based Marketing

-> LinkedIn demand generation and social selling

-> GTM strategy

-> Sales enablement

-> Demand generation and accounts warm-up

Why Work With FullFunnel.io?

1. 30+ years of niche experience

We were and still are “in the trenches”, know the lowdown of these businesses, so you’ll get access to 30+ years of our combined experience and knowledge.

2. Knowledge transfer.

Your team gets consistent support and training, including step-by-step playbooks, templates, marketing and sales dashboards, tech stack, and process maps.

3. Revenue alignment.

We align marketing and sales teams around revenue, ideal customer profile, target accounts and lead scoring criteria which helps to consistently hit your revenue quota and operate as one Revenue Operations team.

OUR CASE STUDIES INCLUDE

- $300k from a pilot ABM campaign with a software development company

- 9 qualified sales opportunities and 3 new contracts, 10x ACV from an account-based demand generation campaign with AdTech development company

- 7 sales-qualified opportunities from a pilot ABM campaign in the Nordics region with a cloud solutions vendor

- 76% response rate, 36% accounts engaged, 5 opportunities from a pilot ABM campaign

Co-founder

At Fullfunnel.io we are growing B2B companies with long and complex sales cycles since 2006.

We were and still are “in trenches”, know the lowdown of these businesses, and bring to the table our 30+ years of combined experience and knowledge. 

I live and breathe B2B marketing since 2006. 

Before launching Fullfunnel.io, I spent 8 years in the enterprise segment working for Kimberly Clark and Biosphere Corporation.

What makes Fullfunnel.io different?

1. Ins and outs of selling to enterprise

Coming from the mid-market and enterprise world, I know all the ins and outs of selling to these segments: the research and evaluation processes, decision-making procedures inside the buying committee and the approval workflows. 

We’ve been there, done that, and know how to generate opportunities with these segments and influence the decision-making processes.

2. Niche experience

While we could help many B2B business, since 2007 we focus exclusively on two verticals: high-value B2B tech (enterprise SaaS, blockchain technology, hardware) and service-based companies (software development, consulting, cybersecurity, DevOps as a service, etc). 

We were and still are “in the trenches”, know the lowdown of these businesses, so you’ll get access to 30+ years of our combined experience and knowledge. 

3. Knowledge transfer and in-house operations

We believe that the real growth can only be driven in-house. You need to have people who are in the trenches every day, talking to customers, experiencing the sales hurdles, refining the messages and positioning.

We join your team as external marketing advisors, provide consistent support and training including step-by-step playbooks, templates, marketing and sales dashboards, tech stack and process maps.

As a result, you get an evergreen in-house growth engine.

Here is our entire updated ABM cheat sheet: Use it to launch or refine your ABM program👇


We see ABM as a bridge between marketing and sales. 

It is the best way to connect top-of-the-funnel with bottom-of-the-funnel activities, while actively working with sales on pipeline and revenue.

Over the last 5 years, Vladimir Blagojević and I wrote more than 50 detailed guides about ABM. 

Here is a list of the best guides to help you plan or refine your ABM program:

ABM STRATEGY

- ABM strategy: the step-by-step guide: https://lnkd.in/etWEeJGG
- The ABM mirage: https://lnkd.in/dJK6-EXt
- Who owns ABM: https://lnkd.in/dN4MPdT6
- Planning, budgeting and forecasting ABM: https://lnkd.in/dn6pEQCi
- Shifting from lead gen to ABM: https://lnkd.in/dvhtU2GV
- ABM readiness checklist: https://lnkd.in/dJkaGx7y
-  How to target accounts in 2026: https://lnkd.in/deJWVK8e

DEVELOPING ABM PROGRAMS AND PLAYBOOKS

- ABM pilot: https://lnkd.in/dw-TZREp
- Account-Based Content Strategy: https://lnkd.in/dTszwX_8
- Operationalizing ABM: https://lnkd.in/d2wRUZQf
- Expansion & upsell: https://lnkd.in/d-BQPF33
- How to create ABM playbooks: https://lnkd.in/dj3sJhTf
- ICP for ABM: https://lnkd.in/diePETma
- Selecting accounts: https://lnkd.in/dkYBZN7X
- How to create playbooks for long sales cycles and multiple buyers: https://lnkd.in/dFhrbBN6

HOW TO WORK WITH SALES IN ABM

- Sales KPIs in ABM: https://lnkd.in/dewNCkJT
- Buying committee engagement: https://lnkd.in/dwSyR96v
-Sales perspective on ABM: https://lnkd.in/dXi5M6wc
- Role of SDRs in ABM: https://lnkd.in/eXin7VNF
- How to create awareness among strategic accounts through B2B buyer ecosystem: https://lnkd.in/esXKq2xc

ABM REPORTS

- ABM KPIs and reports: https://lnkd.in/drsUKFNa
- How to measure ABM: https://lnkd.in/dncUBUBX

ABM TACTICS AND CASE STUDIES

- 4 ABM Programs that Drove $7mln Pipeline: https://lnkd.in/dEMYSY7g
- $300k in revenue from pilot ABM: https://lnkd.in/dThUk_C 
- The ABM Pilot Program With 60% Marketing-Sourced Enterprise Pipeline (feat. Ken Roden and Magali Finet-Perdu): https://lnkd.in/dBKymbaT
- ABM in 2-year sales cycles (feat. Joseph Threlfall, Astrid van Dam, Bowin Cai and Raf Schroons): https://lnkd.in/dKVE2bnF
- Lean ABM (feat. Briana (Manrique) Casey, Megan Barenie, Jalynn Close): https://lnkd.in/d-rSjKeT

---
The success of ABM doesn't depend on your stack or budget. 

It depends on solid foundations, marketing and sales alignment, and shared playbooks to drive pipeline and revenue.

The biggest problem we faced last year with ABM - selling to sales the new operational model. Here is why.

In many B2B companies, sales and marketing planning happen in silos. Once a year during sales kick-off (SKO), sales:

-Pick up the biggest accounts
-Define target stakeholders
-Assign accounts to AEs and BDRs

Then, BDRs launch outreach sequences. AEs create account development plans and work on accounts that are already in the pipeline.

Collaboration with marketing is often limited to: "I need this deck, can you create it?" Marketing supports sales based on their requests, handover MQLs and inbound inquiries.

Nobody questions the status quo until the revenue targets are hit. But when the targets are missed, here is when the fun begins:

-fingerpointing and blaming
-strategy changes
-layoffs.

Nobody questions the status quo and ignores the elephant in the room:

The traditional pipeline generation model is completely misaligned with the B2B buyer journey.

B2B buyers don't buy according to our sales plans and timeline.

B2B buyers don't care if they are marked as "MQL" in our CRM.

B2B buyers don't want to receive 21 emails and LinkedIn messages.

The new operating model is accepting the complexity of the B2B buyer journey and aligning marketing & sales processes with it.

It doesn't change the incentives and core metrics:

Revenue, sales opportunities and pipeline coverage are still the top priority.

But it changes how marketing and sales:

-Select and prioritize accounts
-Plan and engage the entire buying committee
-Work together from awareness creation till closed won.

Three key changes:

1. Territory planning and account selection happens quarterly instead of annual SKO. Accounts are piroritized weekly based on the 1st party and 3rd party signals, and buyer engagement.

2. Buying committee engagement is shifted from decision-makers to the entire buying committee. Static outbound cadences are substituted with continuos nurturing. It includes time-based and signal-based playbooks.

3. Marketing doesn't work as sales assitants working on requests and transferring leads. Both teams create weekly account plans asking: How can we influence this account together?

These changes are inevitable.

We live in an era of abundance: technology, signals, automation. It's not a competitive advantage anymore.

The only competitive advantage you have is a cross-functional collaboration with a value-added engagement for the accounts that really need your product.

The best ABM playbooks we've run always follow these 4 principles:


1. Run activities that generate 1st party signals (aka Always-On Playbooks)

- Connecting with the entire buying committee
- Personalized "account love letters" posted on LinkedIn that mention target accounts' initiatives
- Personalized invites to the events
- Content hubs
- Expert roundups featuring industry thought leaders
- Thoughtful commenting on buyers' posts
- Thought leadership content

2. Build one activity on another for continuous account nurturing, research and penetration (aka Time-Based Playbooks).

Every time-based playbook is built on the previous ones.

Example: content → webinar → expert roundup → market research → webinar presenting market research.

It creates a constant mix of value-added touchpoints across the long buyer journey. It helps to stay top-of-the-mind instead of "send and forget" playbooks.

3. Use 1st party and 3rd party signals for value-based touchpoints with engaged buying committee groups.

- Monitor hiring announcements 
- Track management changes t
- Follow P&L reports and press releases to identify business challenges and key initiatives
- Look for questions in communities asked by target buyers
- Monitor content engagement 
- Track high-intent pages visits for timely outreach

We use these insights to share relevant content, suggest help, ask additional questions—everything that adds value to the current thread. Every insight also triggers multithreadin when relevant to engage more buyers.

4. Have a mix of fully personalized 1:1 activities for active focus accounts.

The most engaged accounts are moved to fully personalized account development, including:

- Create personalized solutions and content hubs
- Offer free strategy sessions/workshops with SMEs or clients
- Creating business cases

---
HockeyStack once shared a report that it takes 417 touchpoints and 5493 impressions to generate >$100k deals. Most ABM playbooks I've seen account, maybe, for 5-10% of the necessary touchpoints. And there is a reason:

B2B vendors want pipeline today. 

What they forget is the real length of the buyer journey. 

The pipeline you're trying to close this quarter started 9+ months ago. You can capture some of the demand, but it's always not enough to hit the targets. 

If you're not building future pipeline right now with the playbooks optimized for long sales cycles, you'll be having the same "pipeline dried up" conversation in Q4.

Sales: We want to run ABM with you. We need to improve lead quality and pipeline coverage. But our BDR has only 5 hrs/week. Here is what happens next:

ABM WITHOUT DEDICATED SDR.

- Broad list-building. No prioritization based on awareness, engagement and intent signals. All accounts are assigned by territory and size.

- AI-based "research" pulling generic public information anybody can get in second from ChatGPT

- Marketing runs more targeted demand gen to generate MQLs and inbound inquiries with further handover to sales

- Sales sends the same outbound cadences personalized by title and the research pulled from ChatGPT

- All accounts are treated the same way

Pause for a second and guess:

Who is blamed when this program fails?

The right answer is.....

Marketing!

ABM WITH A DEDICATED SALES REP

- Joint program planning: from narrative and account selection to account development

- Clusters replace segments and verticals for targeting

- All accounts are prioritized based on revenue potential, vendor awareness, relationship, and product-need evidence

- In-depth desk and 1:1 research mapping product value to key initiatives and buyer JTBDs

- Detailed buying committee mapping including Champions, Decision-makers, Power Users, and Influencers

- Continuous nurturing and engagement playbooks aligned with intent level and vendor awareness

- Constant multi-threading

- Constant value-added touchpoints: personalized messages based on captured signals, thoughtful commenting, content sharing, event invites

- Joint weekly reviews and planning

TLDR;

To make ABM work you need to have a rep that is constantly researching and engaging with the buying committee groups of target accounts. Not via automated cadences, but via constant, personalized engagement.

No budget and technology will compensate it.

Some sales teams sometimes think that "not pitching all the time" is not prospecting. But they forget about the reality of enterprise B2B buyer journey.

First, you need to be known.

Second, you need to get into a shortlist.

Third, you need to have credibility.

Fourth, you need to help creating a compelling reason to change now and sell internally.

It's not possible with quarter air cover, marketing campaigns and outbound cadences. It's possible with a continuous relationship building with strategic accounts.

In Q4, we ran a quarter ABM campaign with 51 accounts. One became closed won, 4 became sales opportunities. Here is how we selected the accounts:

We used our account prioritization framework, segmenting all accounts by:

-Revenue potential
-Level of awareness
-Relationship with buying committee
-Product-need evidence

1. REVENUE POTENTIAL.

We looked at companies that fit our Tier 1 & Tier 2 criteria:

These accounts represent the highest value and largest scale targets.

Company Size: Large scale (201–500 / 501–1,000 / 1,000–5,000 employees)
Annual Revenue: >$50M
Distributed GTM Teams: 3 or more business units or Go-To-Market teams
Sales + Biz Dev Size: 50+ members
Marketing Team Size: 10+ members
Industry: Enterprise B2B SaaS
Priority Markets: US, Canada, UKI, Benelux, DACH, France, or Nordics.

2. LEVEL OF AWARENESS.

We paid attention to several criteria:

-Spikes in visiting our consulting page in the last 90 days. We set up a filter in Dealfront applying our qualification criteria. Accounts with a high engagement score were added to the draft list.

-Known engaged buyer (see next point)
-2+ buying committee members are subscribed to our Substack newsletter

3. RELATIONSHIP.

We prioritized accounts where we had a known engaged buyer (the matching was contact->account level):

-We had recent engagement or conversation on LinkedIn
-A contact has signed up and attended at least one of the previous 10 episodes of Full-Funnel Live
-A contact is subscribed to our newsletter more than for 6 months

4. PRODUCT-NEED EVIDENCE.

We looked for a combined evidence between 1st party and 3rd party signals.

1st party:

-Reading ABM articles on our blog or Substack
-Attending ABM-related podcast episodes
-Visiting our consulting page

3rd party:

-Growing a new regional team and actively hiring SDRs and AEs (they will need marketing support)
-Promoting enterprise case studies and sharing enterprise logos on the website
-Executive interviews mentioning expansion to a new market
-LinkedIn posts mentioning ABM initiatives or purchasing ABM platforms
---

One takeway (though with a hindsight it is obvious) that the most responsive and engaged accounts were those who matched all 3 criteria:

-Were connected or following us on LinkedIn
-Reading newsletter for 6+ months
-Attended at least one of our events

Which proves our theory:

Always focus on the most engaged accounts and invest in cluster awareness. Your future pipeline is created today.

P.S. What's your approach to selecting accounts for the ABM program?

I've created 50+ ABM playbooks in the last 5 years. 

Here are 6 core principles:

1. ALIGN ON THE ROLE OF MARKETING AND SALES IN ABM.

Who owns ABM? Here is a breakdown of marketing and sales responsibilities in ABM: https://lnkd.in/dN4MPdT6

2. CREATE PLAYBOOKS FOR CONTINUOUS NURTURING AND LONG SALES CYCLES.

Our framework to engage & nurture accounts across 18-month sales cycles and multiple stakeholders leveraging time-based and signal-based playbooks: https://lnkd.in/dFhrbBN6

3. CLUSTER TARGETING.

Here is our cluster-based ABM framework: https://lnkd.in/deJWVK8e

4. SELECTING ABM ACCOUNTS.

Here is the account qualification and prioritization framework: https://lnkd.in/dkYBZN7X

5. MEASURE ABM.

Reports for new logo, expansion and renewals + integrated ABM dashboard: https://lnkd.in/dncUBUBX

6. 6A FRAMEWORK TO CREATE AN ABM PLAYBOOK.

6 essential pillars of the ABM playbook:

https://lnkd.in/dj3sJhTf

Marketing and sales should stop the WISH LIST approach to territory planning.
Here are 5 pillars we apply to account selection.

1. QUALIFICATION CRITERIA.

Before prioritizing and selecting accounts, all of them should be qualified. Just because the account is in your area or meets firmographic criteria (e.g. big manufacturing company in North America) doesn't mean that it's a good fit.

Qualification criteria examples:

- Losses are stated in the annual report because of the currency volatility.
- Product release cycles >1 month, etc.

2. REVENUE POTENTIAL.

What is the real opportunity potential? Are you hunting antelope or mice?

Prioritize accounts with the highest and medium revenue potential.

3. LEVEL OF RELATIONSHIP.

Do we know anybody who works for the target accounts, or who is closely connected to the buying committee?

Somebody who can make an intro or share insider information about the account's needs and challenges.

Prioritize these accounts.

4. PRODUCT-NEED EVIDENCE / BUYING SINGNALS.

Are there any facts that might tell us that the account might have a challenge our product solves?

Examples:

- Actively hiring for a specific role
- Announced losses, key initiatives, or roadmap
- Legacy technology, etc.

5. LEVEL OF VENDOR AWARENESS.

Are the accounts that we want to target already aware of our product? 

Are there any engagements and touchpoints we had with them?

The last question is essential because it helps you to separate "cold accounts" (no touchpoints) from the accounts that are already aware of your brand.

Cold accounts should be put into a future pipeline list and added to your cluster-based demand gen program.

To identify "aware" and "engaged accounts" look at your marketing automation and intent data:

- Recent sign-ups to your cluster-based webinars
- High-intent website page visits (demo, pricing, case studies, vertical/role solutions, comparison reports)
- Engagement with your thought leadership content and demand gen ads, etc.

The ultimate step is scoring all the accounts and making an "active focus" list according to your team's capacity.
---

Most marketing and sales teams either build a "wish list" of accounts or play the MQL game.

They always get the same results: miserable pipeline and missed revenue targets.

Their challenge can be easily solved by:

- sitting together
- defining account qualification and prioritization criteria
- and identifying target accounts they SHOULD focus on.

In the last 3 years I read 61 books. Here are the top 10 that helped us to refine our full-funnel ABM framework:

1-2: Reset: How to Change What's Not Working and Switch by Dan Heath.

ABM implementation comes along with an extensive change management. You can't just blow up everything and ignite the revolution. These books helped us: 

- to audit and identify the things that are already working in the company ('the bright spots")

- find change agents who are willing to challenge the status quo. 

- launch small pilots by building on the top of what already works 

It's the essence of our pilot program.

3. Selling with by Nate Nasralla.

Historically we generated a lot of demand and engaged champions. But instead of closing the deal we lost them due to internal blockage. For years we optimized our deck around the methodology, numbers, etc. without realizing that there should be two factors to win the deal:

- Compelling internal events that we can use for change management
- Clear business case that articulates: What, Why, How, When, and What to expect

Not our long and impressive deck 😃 

This book taught us the necessary framework and helped us to close every 4 of 5 qualified deals.

4. Scrum by Jeff Sutherland.

We always had weekly pipeline and review meetings with the ABM teams, but they were more ad-hoc. Scrum gave us structured methodology:

-to refine the planning
-identify bottlenecks early
-make sure that the weekly backlog we plan altogether is actually done.

5. The Culture Map by Erin Meyer.

We work globally, and cultural differences hit hard in year one. European teams wanted detailed methodology walkthroughs and thorough planning.

Our first American client? Different story. First question: "Show me the results."

Once sold on the idea: "How fast can we start the pilot? We trust you—let's move."

Then came the real differences: communication and feedback style, commitment, timelines.

This book taught us to adapt our consulting to different cultural contexts.

6-8. Goal (1, 2 and 3) by Eliyahu M. Goldratt.

This is my favorite business non-fiction. This book taught me how to identify and remove constraints that exist in every business process. Then, optimize the delivery according to bottlenecks.

Not to say it reminded me of my corporate days: night office hours, working weekends, endless business trips and meetings 😃 .

9-10. 80/20 by Richard Koch and 80/20 in sales and marketing by Perry M.

These two books helped us to find a framework to answer one of the most important ABM planning questions: Where should we focus?

Account prioritization framework, segment and use case selection, ICP for ABM came from the core book concepts.
---
I have a collection of 278 book notes I made since 2012. 

Let me know in the comments if detailed posts with book notes and how we implemented them are appealing to you.

Our industry problem - engaging enterprise accounts the same way we sell $49 products. The mindset behind: if they are in the market, they will buy. We just need to write a good script.

But this is fundamentally wrong when it comes to selling high ACV products. The low-ticket playbook simply doesn't work.

The enterprise sales cycle is long not because we send bad emails. It's long because corporates and mid-size companies operate in a completely different reality:

- strategic initiatives
-long-term planning
- low velocity

Your solution should be a part of their current strategy. If it doesn't fit, nobody engages. But even if it does fit, enterprise buyers usually have their preferred vendors shortlist.

Apparently, you can break through, but it's more luck than a predictable motion.

TLDR;

To create future pipeline, you need to have continuos nurturing playbooks alinged with the length of enterprise buyer journey.

The SMB pipeline generation playbook cracks in a week when going upmarket. Here is the reality of enterprise sales cycle:

Our sales cycle is 9-12 months with 80-100 touchpoints across the buying committee (way beyond 12 emails over two weeks) :)

Our buyer's journey typically starts when they see our LinkedIn thought leadership content. 

Other touchpoints are happening later through:

- Weekly newsletter diving into ABM and GTM strategy
- Live weekly podcast where buyers can ask questions
- Quarterly webinars
- Content hubs tailored to specific challenges and solutions (launching pilot ABM, initiating change management, etc)
- 1-1 conversations on LinkedIn
- Content co-creation

Before we generate a sales opportunity, we help our buyers to:

- Identify the root reasons for their challenges and the solutions in strategy sessions
- Build a business case to get stakeholder buy-in
- Design pilot programs with clear metrics, resources and timeline

It's not ad-hoc and not optional. This is how the enterprise buyer journey is happening.

The trap I see most B2B companies fall down is focusing on the volume and scalability instead of focusing on future pipeline creation and thorough account development to land enterprise deals.

They try to replicate what works for SMB / low-size deals:

- Developing target lists from ZoomInfo / Apollo / Clay
- Set up personalized outreach sequences Outreach / lemlist
- Run air cover to the same set of accounts

The SMB playbook is optimized for fast pipeline creation with minimal human involvement.

While enterprise playbook requires:

- In-depth account research and thorough account mapping
- Constant engagement with 5+ buying committee members across the entire sales cycle (9-12 months): power users, champions, stakeholders
- Personalized activities and content per account

You can't fix it with technology.

You can fix it only with setting up cross-functional teams that are focused on continuous account development and quarter milestone metrics for 12-month sales cycle:

Q1: X engaged buyers, initial conversations, account penetration
Q2: Discovery calls
Q3: Business case creation
Q4: Sales opportunities

Your SDR just marked 47 accounts as "touched" this week.
Your VP Sales asks: "How many conversations did you start?"


The answer: 2, and both ghosted after one reply.

I’ve witnessed this a couple of times with our clients during weekly review meetings. SDRs report on activity metrics: touched accounts, calls, emails sent. 

But when leadership asks about pipeline, nobody has a good answer.

Here's why.

Most B2B sales teams run 3-week personalized cadences with 8-10 touchpoints. Marketing supports them with LinkedIn ads for "air cover" and call it ABM. SDRs follow up with everybody who likes, clicks or downloads any asset. 

But in reality, most emails get ignored. Some people accept connection requests but never reply. SDRs mark them as "touched" and move on. 

This operational model is completely misaligned with long 9-12 months sales cycles that require 100+ touchpoints to close a deal (check this report: https://lnkd.in/dFhrbBN6)

According to Pavilion's 2024 B2B Sales Benchmarks, year-over-year performance of “traditional sales model” dropped across every revenue metric:

- Win rates down 18%
- Deal values down 21%
- Sales cycles up 16%
- 69% of reps missed quota

Another Focus Digital research shows that (in Complex B2B SaaS) the average account-to-pipeline ratio is 0.03% (stats: https://lnkd.in/dupPez5q) 

That means for every 3,000 accounts you touch with outbound sequences, you might generate one sales opportunity. Maybe.

B2B tech market already reacted to the problem by mass SDR layoffs. 

According to Emergence Capital's Beyond Benchmarks report, 36% of 560 tech companies decreased their SDR/BDR headcount last year—the highest percentage among all sales roles (stats: https://lnkd.in/dupPez5q)

The truth is simple:

You can't fix this fundamental problem with better technology and AI.

You can only fix it by accepting how enterprise buyers actually buy and co-creating with sales a new operating model.

We've documented with Vlad how we develop a new account-based operational model for marketing and sales, including:

- How to implement it without a revolution
- How to get sales buy-in: the step-by-step framework
- What could go wrong: the failure scenarios nobody talks about

Subscribe on Substack to receive it tomorrow in your inbox: https://lnkd.in/dSje9cKc

Generic GTM is dead → Go to my featured section for actionable GTM insights and elevate your marketing game 🔥| Co-Founder of TACK | Creating the category of People-first GTM 👥| 13+ Years in B2B Marketing 📈

I help B2B companies build go-to-market strategies that prioritize real connection because relationships, not just reach, drive growth.

After 14 years in B2B marketing, I’ve led field marketing, demand gen, community, and influencer programs. I know what works, what doesn’t, and what’s changed.

Too many companies still treat buyers like leads. That’s not how modern GTM works.

I’ve helped 35+ B2B brands shift from transactional tactics to connection-driven growth, building scalable strategies, launching communities, running 30+ webinars, and rolling out on-demand models that replaced bloated in-house teams.

Today, I work directly with brands, founders, and marketers to build go-to-market engines that scale—without the spam.

What I do:
→ Build integrated campaign strategies that drive pipeline
→ Coach creators and brands on influencer marketing
→ Design community-led and field programs that actually work
→ Speak on GTM, content, and creator-led growth
→ Act as a fractional marketing leader or advisor

📚 Author of B2B Influencer Marketing: Work With Creators to Generate Authentic and Effective Marketing (Kogan Page, 2025)

👋 Let’s work together: DM me or visit https://linktr.ee/NickBMarketing

Nick Bennett

In March, I walked away from TACK.

A 7-figure business I co-founded. We crossed a million in revenue in our first 6 months together. I'd never seen anything like it in my life.

I also learned that revenue does not equal pay. Different lesson for a different post.

35+ clients. A book. A community. Two incredible years with Mark.

And honestly? I had no idea if going solo would work.

Everyone has opinions when you make a move like that. Some people thought I was crazy. Some thought I'd be back in a "real job" within 6 months. A few just asked why I'd leave something that was working.

Here's what actually happened:

I had my best year ever.

Not because I scaled. Not because I hired a team. Not because I built an agency.

Because I stayed small on purpose.

9 months in, here's what I learned:

𝟭. 𝗕𝗲𝘁𝘁𝗶𝗻𝗴 𝗼𝗻 𝘆𝗼𝘂𝗿𝘀𝗲𝗹𝗳 𝗶𝘀 𝘁𝗲𝗿𝗿𝗶𝗳𝘆𝗶𝗻𝗴 𝘂𝗻𝘁𝗶𝗹 𝗶𝘁 𝗶𝘀𝗻'𝘁.

The first few months were weird. No co-founder to bounce ideas off. No team Slack. Just me, my laptop, and a lot of "what the hell am I doing?"

But then clients started coming. Referrals picked up. And somewhere around month 2, I stopped holding my breath.

𝟮. 𝗦𝗺𝗮𝗹𝗹 𝗶𝘀 𝗮 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆, 𝗻𝗼𝘁 𝗮 𝘀𝘁𝗲𝗽𝗽𝗶𝗻𝗴 𝘀𝘁𝗼𝗻𝗲.

I don't want 10 employees. I don't want an office. I want to do great work with a handful of companies I actually believe in.

That's not a limitation. That's the whole point.

𝟯. 𝗧𝗵𝗲 𝗣&𝗟 𝗱𝗼𝗲𝘀𝗻'𝘁 𝘁𝗲𝗹𝗹 𝘁𝗵𝗲 𝘄𝗵𝗼𝗹𝗲 𝘀𝘁𝗼𝗿𝘆.

Yeah, the numbers worked. Better than I expected, honestly.

But the real win? I end my day every day at 4pm. I make it to school pickup. I watched my three daughters grow up instead of watching Slack notifications pile up.

That's the ROI nobody puts in a spreadsheet.

𝟰. 𝗬𝗼𝘂 𝗱𝗼𝗻'𝘁 𝗻𝗲𝗲𝗱 𝗽𝗲𝗿𝗺𝗶𝘀𝘀𝗶𝗼𝗻 𝘁𝗼 𝗿𝗲𝗶𝗻𝘃𝗲𝗻𝘁 𝘆𝗼𝘂𝗿𝘀𝗲𝗹𝗳.

I spent 15+ years building a career in B2B marketing. Then I co-founded something. Then I walked away from it.

None of those chapters required anyone's approval. Neither does yours.

𝗧𝗵𝗲 𝗯𝗿𝘂𝘁𝗮𝗹 𝘁𝗿𝘂𝘁𝗵?

Going solo isn't for everyone. Some months are lonely. Some weeks are slow. And there's no one else to blame when things don't work.

But for me? This was the move.

If you're sitting on the fence about betting on yourself, here's what I'd tell you:

You probably already know the answer. You're just scared to admit it.

I was too.

What's holding you back from making your move?

15+ Year B2B Marketing Leader Turned Founder | ABM, Field Marketing & Events, Influencer Marketing & More | DM Me to Learn More

When I was coming up as a marketer, I had nobody to ask.

No mentor. No network. Just Google and a lot of guessing.

I figured it out eventually. But it took way longer than it should have.

Now I get DMs every week from marketers asking for advice. And I love it. But I can't get to everyone.

So I'm trying something new.

Every week, I'll answer a few marketing questions that are submitted. 1:1. Free. No calls. No pitch. No catch.

Whether you're a first-time marketing hire trying to figure out ABM or a CMO wondering why your pipeline dried up, I'll do my best to help.

This platform gave me everything. The clients. The community. The career I have now.

Time to give some of it back.

Drop your question here → https://lnkd.in/eqPW4MD5

I'll tackle as many as I can each week.

Let's see how this goes.

80% of your event ROI happens before your flight takes off.

Most teams obsess over what happens at the event. The booth. The swag. The badge scans.

We obsess over what happens before.

The single most underestimated step? Getting the prior year's attendee list.

No list = No leverage.

That list is how we filter by ICP, pre-book meetings, and personalize every message. Without it, you're just showing up and hoping.

Here's exactly how we run it:

𝟰-𝟲 𝘄𝗲𝗲𝗸𝘀 𝗼𝘂𝘁:
Before you sponsor anything, ask for a sample of last year's attendee list. This is your filter...if the list doesn't match your ICP, don't waste the budget.

Once you have the full list, build a simple GPT to cross-reference it against your target accounts. It'll score ICP fit, flag priority titles, and surface insights in minutes. No more spreadsheet hell.

𝟮 𝘄𝗲𝗲𝗸𝘀 𝗼𝘂𝘁:
Send a gift. As a former field/event marketer, I always like going with a spa voucher with a note: "Events are exhausting. Here's something on us to enjoy after."

It's not about the gift. It's about showing you get it before you've even met.

𝟭 𝘄𝗲𝗲𝗸 𝗼𝘂𝘁:
Follow up with specific time slots. "I'll be at [Event]. Free Tuesday 10am or Wednesday 2pm. Where works for you?"

𝗧𝗵𝗲 𝗱𝗮𝘆 𝗼𝗳:
Skip the booth. Your job is the meetings you already booked.

At a recent MarTech event, we ignored the booth entirely.

Instead:
→ Asked for a sample attendee list before sponsoring
→ Used a GPT to cross-reference against our target accounts
→ Pre-booked 13 meetings with ICP-fit prospects
→ Sent gifts the week before
→ Co-hosted a dinner with another vendor
→ Walked away with 3 new pipeline deals

Meanwhile, the booths around us were scanning badges and giving out frisbees.

Our numbers across events:
• 50-60% response rate pre-event
• Near 100% attendance to booked meetings
• 10+ meetings before we land
• 4-5 new opps added to pipeline per event

And that's before follow-up even kicks in.

The brutal truth?

Most teams treat events like lead gen. We treat them like relationship acceleration.

The ROI isn't in the booth. It's in the prep.

What's your pre-event playbook look like?

Just chatted with an Event Marketer that spent ~$300k on events & conferences in 2025. I had to ask them which one's performed best 👇

"Well, my boss would probably get mad at me for saying this, but we go by gut feeling.
If our sales reps say it went well, we kind of just trust them lol."

I've watched this play out at dozens of companies. Same story.

Team flies to a conference. Scans 200 badges. Dumps them into the CRM. Moves on. Three months later someone asks what pipeline came from that ~$300K spend.

Crickets.

Not because events don't work. Because the data never made it anywhere useful. Here's what breaks every time:

The badge scanner.

You get a name. Maybe a company. A wrong email & phone number. No context. No notes. No way to remember why they mattered.

The CRM black hole.

Leads sit in a spreadsheet for a week. Half get tagged wrong. Half don't make ever make it to the CRM.

The follow-up gap.

By the time sales reaches out, the prospect forgets who you are & they end up going with a competitor. 10 days of silence will do that.

Your event ROI problem isn't an event problem. It's an attribution problem.

Been using Popl. It changed how I think about this entirely.

Scan a badge or business card with a full name & company. Then it enriches the contact automatically. Tags the lead for attribution. Pushes to your CRM with notes.
Sends the follow-up while you're still on the floor.

Every event marketer I show Popl to says the same thing. Where has this been?

The gap was never the event. It was everything between the handshake and the CRM.

Fix that and suddenly you have ROl you can actually point to.

What's your biggest event attribution headache?

Tomorrow I turn 39.

One year from "I'm in my 40s" and I'm not ready.

Before I disappear (birthday + NFL playoffs = zero LinkedIn), 39 things I've learned:

𝗖𝗮𝗿𝗲𝗲𝗿:
1. Revenue ≠ pay.
2. Build your network before you need it.
3. People remember how you made them feel, not your title.
4. Titles are rented. Skills are owned.
5. Most meetings should've been emails.
6. You don't need permission to reinvent yourself.
7. Small on purpose beats big by accident.
8. LinkedIn gave me everything.
9. Betting on yourself is terrifying until it isn't.
10. The people who helped me most asked for nothing.
11. Say yes to things that scare you.
12. The loneliness of solo work is real. So is the freedom.
13. Your career is a marathon with a few sprints that matter.

𝗟𝗶𝗳𝗲:
14. Your kids don't care about revenue. They care if you showed up.
15. Health is the asset nobody talks about until it's gone.
16. Sleep won. I stopped fighting it.
17. The friends who stay when things suck are the only ones that matter.
18. Time is the only thing you can't make more of.
19. Therapy isn't weakness. It's maintenance.
20. Your 20s: figure out what you don't want. 30s: build what you do.
21. Saying no is a skill.
22. Nobody thinks about you as much as you think.

𝗥𝗮𝗻𝗱𝗼𝗺:
23. Coffee is non-negotiable.
24. Never trust someone who doesn't like dogs.
25. NFL playoffs AND Pats are back? Rough few years since Brady. This one hits different.
26. Marry someone who makes you laugh.
27. Best ideas come in the shower.
28. Stop comparing your chapter 3 to someone's chapter 20.
29. Your gut beats most spreadsheets.

𝗙𝘂𝗻𝗻𝘆:
30. I peaked athletically at 17.
31. Hangovers after 35 are a 2-day event.
32. Still don't understand TikTok.
33. Fantasy football causes more stress than most jobs.
34. Dad jokes are mandatory once you have kids.
35. 39 feels like 38. The math isn't mathing.
36. Youth sports cost more than my first car.
37. 9pm is basically midnight now.
38. I've accepted I'll never fold a fitted sheet correctly.
39. 40 is just a number. A terrifying one. But still just a number.

Go Pats! See you Monday.

Chaos tolerance is an underrated skill that only shows up when things break.

I hired someone once with a perfectly linear career path. Great resume. Steady climb. No gaps.

First time a campaign flopped? They froze.

Couldn't pivot. Couldn't adapt. Just stared at the data like it personally betrayed them.

Meanwhile, the person with three failed startups on their resume? They just shrugged and said "okay, what's next?"

Same problem. Completely different response.

The brutal truth?

Resumes don't tell you how someone handles chaos. They tell you how someone handles success.

And success is easy. Anyone can look good when things are working.

But when the campaign tanks. When the launch flops. When the plan falls apart at 3pm on a Friday.

That's when you find out who you actually hired.

I've stopped looking for perfect trajectories. Now I look for scar tissue.

The person who's been through it. Who's failed publicly. Who knows what it feels like to rebuild from nothing.

Because that person? They don't panic when things break.

They've already been there. They know the way out.

Your next hire's biggest red flag might be a resume with no failures on it.

What's the most underrated skill you look for when hiring?

In my last post, I said revenue doesn't equal pay.

A lot of you asked what I meant.

So here are 9 things I've learned running a solo business that nobody tells you until you're in it.

𝟭. 𝗥𝗲𝘃𝗲𝗻𝘂𝗲 ≠ 𝗽𝗮𝘆.

You can invoice $50K in a month and take home way less. Taxes. Software. Contractors. That big month shrinks fast.

The flip side? I run at insane margins now because I have almost zero overhead. No office. No employees. Barely any software.

From April to December 2025, I spent $550 total on business expenses. Five hundred and fifty dollars. I use what my clients have when working with them versus needing my own stuff. I don't even have a CRM haha. 

That changes everything.

𝟮. 𝗥𝗲𝘃𝗲𝗻𝘂𝗲 ≠ 𝗺𝗮𝗿𝗴𝗶𝗻.

With Mark, we hit $100K-$150k months sometimes. Still felt stretched thin. Growth adds complexity. More clients = more deadlines, more deliverables, more stress.

Bigger isn't always better. Sometimes it's just bigger.

𝟯. 𝗟𝗶𝗻𝗸𝗲𝗱𝗜𝗻 𝗶𝘀 𝗺𝘆 𝘄𝗲𝗯𝘀𝗶𝘁𝗲.

I don't have a website. Not joking. No landing page. No funnel. No email sequence.

Just this platform. Six years of showing up here. That's it. Oh, and a Linktree, I guess.

𝟰. 𝗭𝗲𝗿𝗼 𝗼𝘂𝘁𝗯𝗼𝘂𝗻𝗱. 𝗘𝘃𝗲𝗿.

I've never sent a cold email. Never ran ads. Never hired a BDR.

Inbound just finds its way to me. That's not luck. That's 6 years of compounding. Showing up when nobody was watching so I don't have to chase when it matters.

𝟱. 𝗧𝗵𝗲 𝗹𝗼𝗻𝗲𝗹𝗶𝗻𝗲𝘀𝘀 𝗶𝘀 𝗿𝗲𝗮𝗹.

No one to riff with. No one to blame. No one to celebrate the small wins with.

I miss having a partner to bounce ideas off. Some weeks are just quiet.

𝟲. 𝗬𝗼𝘂 𝘀𝗰𝗮𝗹𝗲 𝗯𝗲𝗳𝗼𝗿𝗲 𝘆𝗼𝘂 𝗸𝗻𝗼𝘄 𝘄𝗵𝗮𝘁 𝘆𝗼𝘂'𝗿𝗲 𝘀𝗲𝗹𝗹𝗶𝗻𝗴.

Inbound exploded before I had systems. I was taking money and figuring it out live.

Great for speed. Terrible for sanity.

𝟳. 𝗦𝘂𝗰𝗰𝗲𝘀𝘀 ≠ 𝘀𝘁𝗶𝗹𝗹𝗻𝗲𝘀𝘀.

Even when things are going well, it's hard to sit still. There's always another idea. Another project. Another thing to chase.

Learning to enjoy the win is harder than getting the win.

𝟴. 𝗡𝗼 𝗼𝗻𝗲 𝗰𝗮𝗿𝗲𝘀 𝗮𝗯𝗼𝘂𝘁 𝘆𝗼𝘂𝗿 𝗿𝗲𝘃𝗲𝗻𝘂𝗲 𝗻𝘂𝗺𝗯𝗲𝗿.

People ask how's business and expect a number. But the number doesn't tell them if you're happy. If you're present for your kids. If you're burning out.

The life you build matters more than the number you hit.

𝟵. 𝗧𝗵𝗲 𝗳𝗿𝗲𝗲𝗱𝗼𝗺 𝗶𝘀 𝘄𝗼𝗿𝘁𝗵 𝗶𝘁.

All of the above is true. And I'd still choose this every time.

I end my day at 4pm. I make school pickup earlier if needed. I work with people I actually like.

That's the ROI nobody puts in a pitch deck.

𝗧𝗵𝗲 𝗯𝗿𝘂𝘁𝗮𝗹 𝘁𝗿𝘂𝘁𝗵?

Running solo isn't passive income and laptop lifestyle. It's real work with real tradeoffs.

But if you design it right, it's the best job you'll ever have.

What's the one thing about running your own thing that surprised you most?

Most pre-event playbooks assume you have an attendee list.

You don't.

Unless you're a sponsor or exhibitor, nobody's handing you a spreadsheet of who's coming. So you build it yourself.

Here's exactly how:

𝗦𝘁𝗲𝗽 𝟭: 𝗕𝘂𝗶𝗹𝗱 𝘆𝗼𝘂𝗿 𝗹𝗶𝘀𝘁 (𝟯 𝘄𝗲𝗲𝗸𝘀 𝗼𝘂𝘁)

→ LinkedIn search "[Event name]" and filter by your ICP titles. People post "see you at [conference]!" constantly.
→ Check the speaker list and sponsor list. Those companies are definitely sending people.
→ Search the event hashtag on LinkedIn and X.
→ Look for an event Slack or community app where attendees introduce themselves.
→ Ask your sales team who they want to meet.
→ DM 5 people in your network: "Who else is going to X?"

Target 20-30 people. Not 500.

𝗦𝘁𝗲𝗽 𝟮: 𝗦𝗲𝗻𝗱 𝘁𝗵𝗲 𝗴𝗶𝗳𝘁 (𝟮 𝘄𝗲𝗲𝗸𝘀 𝗼𝘂𝘁)

$25 coffee card. That's it.

Message:
"Hey [Name], saw you're heading to [Event]. I'll be there too. Would love to buy you a coffee and hear how you're thinking about [specific challenge]. No pitch. Just a conversation."

Coffee cards, DoorDash, lunch vouchers. Small and useful wins.

𝗦𝘁𝗲𝗽 𝟯: 𝗙𝗼𝗹𝗹𝗼𝘄 𝘂𝗽 (𝟭 𝘄𝗲𝗲𝗸 𝗼𝘂𝘁)

Short message with 2-3 specific time slots:
"Still on for [Event]? I'm free Tuesday 10am or Wednesday 2pm. Happy to meet wherever works."

No response? One more nudge 3 days before. Then stop.

𝗦𝘁𝗲𝗽 𝟰: 𝗦𝗵𝗼𝘄 𝘂𝗽 (𝗗𝗮𝘆 𝗼𝗳)

Skip the booth. Your job is the meetings you already booked.

𝗦𝘁𝗲𝗽 𝟱: 𝗖𝗹𝗼𝘀𝗲 𝘁𝗵𝗲 𝗹𝗼𝗼𝗽 (𝗗𝗮𝘆 𝗮𝗳𝘁𝗲𝗿)

People who showed: Thank-you note + next step.
People who didn't: "Sorry we missed each other. Here's a coffee on me anyway."

That second group converts more than you'd think.

Total cost: ~$500
Meetings booked: 15-20
Pipeline created: More than most $50K booths.

What's your pre-event play?

Yesterday I mentioned using a GPT to cross-reference event attendee lists against target accounts.

A bunch of you DM'd asking how.

Here's the exact setup. Copy it.

𝗦𝘁𝗲𝗽 𝟭: 𝗚𝗲𝘁 𝘆𝗼𝘂𝗿 𝗱𝗮𝘁𝗮 𝗿𝗲𝗮𝗱𝘆

You need two CSVs:
→ Attendee list (name, title, company minimum)
→ Target account list (company name, tier, target titles)

Clean both first. Standardize company names (Salesforce vs Salesforce.com will break matching). 10 minutes here saves hours later.

𝗦𝘁𝗲𝗽 𝟮: 𝗕𝘂𝗶𝗹𝗱 𝘁𝗵𝗲 𝗚𝗣𝗧

Go to ChatGPT → Explore GPTs → Create.

In the instructions, paste this:

---
You are an event prospecting assistant. When I upload an attendee list and target account list:

1. Match attendees to target accounts by company name (fuzzy match for "Inc" vs "Inc.")

2. Score ICP fit (1-5):
   - Title: C-suite = 5, VP = 4, Director = 3, Manager = 2, IC = 1
   - Department: Marketing/Sales/RevOps = 5, Ops/Finance = 3, unrelated = 1
   - Account tier: Tier 1 = +1, Tier 2 = +0, Tier 3 = -1

3. Flag priority contacts (4+) with ⭐

4. Output: Name | Company | Title | ICP Score | Priority Flag

5. Summarize: Total matches, priority contacts, recommended outreach order
---

𝗦𝘁𝗲𝗽 𝟯: 𝗖𝘂𝘀𝘁𝗼𝗺𝗶𝘇𝗲 𝗳𝗼𝗿 𝘆𝗼𝘂𝗿 𝘄𝗼𝗿𝗹𝗱

Selling to engineering? Swap department relevance:
→ Engineering/Product = 5, DevOps = 4, IT = 3

Enterprise only? Add:
→ "Exclude companies under 500 employees"

The GPT is only as smart as the criteria you give it.

𝗦𝘁𝗲𝗽 𝟰: 𝗥𝘂𝗻 𝗶𝘁

Upload both files. Ranked list in under a minute.

Pro tip — ask follow-ups:
→ "Which Tier 1 accounts have no attendees?"
→ "Who should I prioritize if I can only meet 10 people?"

𝗦𝘁𝗲𝗽 𝟱: 𝗔𝗰𝘁 𝗼𝗻 𝗶𝘁

4s and 5s: Gifts + personalized outreach. Book before you land.
3s: Add to nurture. Don't force it.
1s and 2s: Skip entirely.

20 minutes to set up once. 2 minutes per event after.

What's your ICP criteria? Drop it below and I'll tell you how to tweak the prompt.

Your CRM is misleading you.

Not maliciously. Just slowly. One outdated email at a time.

I've seen it happen at every company I've worked with. You build a beautiful segment. Launch a campaign. Get excited about the targeting.

Then 6 months later you realize half those contacts have changed jobs. A quarter have duplicate records. And your attribution is telling you stories that aren't true.

The worst part? You don't even know it's happening.

This is what CRM data decay actually looks like for marketing:

𝗔𝘂𝗱𝗶𝗲𝗻𝗰𝗲𝘀 𝗱𝗿𝗶𝗳𝘁.
That ICP segment you built last year? It's not the same people anymore. Titles changed. Companies merged. People moved. But your CRM still thinks they're the same contacts.

𝗔𝘁𝘁𝗿𝗶𝗯𝘂𝘁𝗶𝗼𝗻 𝗴𝗲𝘁𝘀 𝗺𝗲𝘀𝘀𝘆.
When one person has 3 records in your CRM, which one gets credit? All of them? None of them? You're making decisions based on data that's fundamentally broken.

𝗖𝗮𝗺𝗽𝗮𝗶𝗴𝗻𝘀 𝘁𝗮𝗿𝗴𝗲𝘁 𝘁𝗵𝗲 𝘄𝗿𝗼𝗻𝗴 𝗽𝗲𝗼𝗽𝗹𝗲.
You think you're reaching decision makers. You're actually emailing people who left months ago. And nobody flags it because the emails don't hard bounce.

The brutal truth?

Manual cleanup projects don't fix this. They just hit pause on the problem.

You clean everything up. Feel great for a month. Then the decay starts again. Because every new tool, every enrichment source, every signal layer you add creates duplicates, conflicts, and more mess.

The answer isn't more rules. It's a different approach entirely.

You need an identity layer that sits outside your CRM. One that continuously resolves who someone actually is. Merges the duplicates. Verifies the emails. Treats your CRM as context, not the source of truth.

It's one of the reasons I've been spending time in Common Room lately. Open any contact and you see multiple CRM records rolled into one person. Verified emails. Merged identities. It changes how you think about routing, outreach, and trust.

Because if your data isn't trustworthy, everything else breaks.

Before workflows. Before AI. Before scale.

How are you handling CRM data decay on your team?

#CommonRoomPartner

Most B2B influencer programs fail because they chase attention.

What should you do instead?

Pursue trust.

At the DemandShift Summit, I’ll break down 5 Steps to Build Pipeline with B2B Influencers.

It’s the exact framework I’ve used to build programs that turn creator partnerships into actual revenue.

You don’t need more reach. You need the right people saying the right things to the right audience.

Grateful to Logan Lyles for inviting me to share this.  Hope to see you there.

To make that happen, just grab the link in the first comment down below.

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