Growth problems are often measurement problems.

Not because leaders don’t track numbers.

But because they track the wrong ones.

Marketing celebrates leads.
Sales celebrates activity.
Product celebrates velocity.
Customer success celebrates ticket resolution time.

Meanwhile, pipeline quality deteriorates.
Deal cycles lengthen.
Expansion stalls.
Churn creeps upward.

The scoreboard looks busy.
Revenue tells a different story.

This is how the GTM Execution Gap widens.

When metrics are misaligned with commercial outcomes, teams optimise for activity — not performance.

High-performing go-to-market functions are disciplined about what they measure.

They prioritise:

• Pipeline coverage relative to revenue targets
• Conversion rates across defined stages
• Average deal velocity
• Customer acquisition cost relative to lifetime value
• Expansion revenue contribution
• Retention by cohort

Everything else is secondary.

Vanity metrics create false confidence.

They create noise in board reports.
They inflate dashboards.
They distract operators from structural issues.

The question is not:
“Are we tracking enough?”

It is:
“Are we tracking what actually drives sustainable revenue?”

Changing the scoreboard changes behaviour.

And behaviour determines performance.

If growth has stalled, don’t ask whether you need more campaigns.

Ask whether your metrics are reinforcing the right commercial outcomes.

Because in go-to-market, what you reward is what you scale.