The CRO’s Guide to Winning at Every Growth Stage
Revenue leadership presents a series of challenges for CROs and CMOs. Setting realistic targets, aligning cross-functional teams, and sustaining long-term growth require strategic planning, collaboration, and data-driven decision-making. In a recent discussion hosted by Joaquin Dominguez, Head of Marketing at Adzact, industry experts explored these critical aspects, sharing insights on building scalable revenue engines and fostering alignment across marketing and sales teams.
Host
Joaquin Dominguez
Guests
JD Miller, Author of The CRO’s Guide to Winning in Private Equity and Operating Advisor at Rothschild’s Five Arrows Capital
Larry Carillo, VP of Marketing at Rafay Systems
The Challenge of Setting Realistic Growth Targets
Annual planning is a critical yet often challenging process for revenue leaders. JD Miller emphasised the importance of grounding all planning efforts in data. He argued that setting ambitious yet achievable targets requires a clear understanding of conversion rates, deal size, and sales capacity. Without these data points, organisations risk setting unattainable goals that can overburden their teams and create misalignment.
Larry Carillo added that revenue planning must also align with board expectations, especially in private equity-backed businesses. He highlighted the need to analyse historical growth trends, assess marketing investments, and determine whether existing resources can realistically support target growth rates. He noted that while companies often aim for aggressive year-over-year increases, these must be substantiated by scalable strategies and well-structured teams.
"All planning efforts must be grounded in data. Setting ambitious yet achievable targets requires a clear understanding of conversion rates, deal size, and sales capacity. Without these data points, organisations risk setting unattainable goals that overburden their teams and create misalignment." – JD Miller
Building Scalable, Repeatable Revenue Systems
The conversation then turned to the importance of scalable revenue systems. JD outlined distinct ‘ages and stages’ of growth, where companies must transition from founder-led sales to structured, process-driven growth. He explained that many businesses reach a point, typically between $20 million and $50 million in revenue, where success is less about individual high-performers and more about well-documented playbooks and repeatable processes.
Larry reinforced this point, noting that organisations at this stage need to invest in robust enablement programmes. Effective onboarding, sales training, and structured processes ensure that new hires can quickly replicate the success of experienced team members. He also stressed the importance of go-to-market operations, which unify data across marketing and sales to provide a clearer view of pipeline health and opportunity progression.
"Once organisations reach the $20M to $50M revenue stage, investing in robust enablement programmes is crucial. Effective onboarding, structured sales training, and clear processes allow new hires to replicate the success of experienced team members. Equally important is a strong go-to-market operation, ensuring marketing and sales are aligned with unified data for a clearer view of pipeline health and opportunity progression." – Larry Carillo
Aligning Sales and Marketing for Measurable Success
Misalignment between sales and marketing remains one of the biggest challenges for growth-stage companies. Larry pointed out that marketing teams often focus on metrics like impressions, downloads, and MQLs, while sales teams measure success by closed deals. Without a unified revenue operations function, these metrics can lead to friction and inefficiencies.
JD shared an example where a company assumed its sales team was underperforming, only to discover that the real issue was declining deal sizes. By using sales velocity ([number of opportunities] × [win rate] × [average deal size] ÷ [sales cycle length]) as a unifying metric, the organisation was able to pinpoint the root cause and implement changes that targeted higher-value accounts. He argued that rather than debating attribution, revenue leaders should focus on ensuring that all functions contribute towards a shared pipeline goal.
Leveraging Technology and AI for Smarter Decision-Making
Technology is playing an increasingly pivotal role in revenue generation. JD noted that AI-driven tools now provide deeper insights into customer interactions, revealing patterns that were previously difficult to detect. Call recording software, AI-assisted deal analysis, and intent data platforms are revolutionising how teams understand buyer behaviour.
Larry highlighted the challenge of technology adoption, particularly when tools are not fully integrated into existing workflows. He stressed that while intent data and AI-driven prospecting solutions hold promise, they must be coupled with strong adoption strategies. Without buy-in from sales and marketing teams, even the most advanced solutions risk becoming underutilised expenses.
The Role of Trust and Human-Centric Selling
While data and technology are essential, both JD and Larry agreed that human factors remain crucial in enterprise sales. Buyers are not just making rational purchasing decisions; they are navigating internal politics, career risks, and competing priorities. JD pointed out that effective sales strategies must account for these human elements, positioning products in a way that align with personal and professional incentives.
Larry reinforced this perspective, arguing that brand trust plays a major role in conversion rates. He explained that demand generation is not just about lead generation; it is about creating a narrative that resonates with buyers on an emotional level. Companies must invest in storytelling, community engagement, and social proof to establish credibility and differentiate from larger, well-established competitors.
Conclusion
The discussion underscored that winning at every growth stage requires a balance of strategic planning, cross-functional alignment, and technological adoption. Revenue leaders must anchor their decisions in data, implement scalable processes, and ensure that marketing and sales operate as a cohesive unit. Additionally, they must acknowledge the human elements of B2B sales, building trust and credibility through meaningful engagement.
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