Really apreciate the emphasis on NRR over ARR as the foundation metric. Too many teams I've worked with optimize for top-line growth while ignoring the retention signal entirely, then wonder why they're stuck on the treadmill. The point about CAC payback needing to be read alongside LTV resonated - seen plenty of dashboards where CAC is celebrated without anyone questioning whether payback timelines make sense for the business model. One thing that gets overlooked in these dashboard conversations is the behavioral shift required to actually use them consistently, most teams build beautiful dashboards then revert to spreadsheet chaos within a month.
The uncomfortable truth most dashboards miss is that you don't need better metrics to predict what's next, you need to diagnose what's already happening in your customer data that contradicts your GTM story. Most teams build dashboards backward: they start with how they want to think about their business, then hunt for KPIs to validate it. The real lever is flipping that. Aggregated deal flow visibility becomes something else entirely when you ask not what the numbers should be telling us about the future, but what pattern in today's buying behavior we've been too busy to notice. That's where the biggest GTM violations hide.
On the tactical side, wins vs loses matters way more than just counting wins. Sales velocity becomes the real diagnostic. And instead of chasing channel attribution, segment-level pipeline coverage tells the story you need to hear, especially when you layer in enterprise vs large ent vs MM vs SME pipeline health. That's where you spot what's actually broken in your motion. AI workflow coverage is exactly the kind of forward indicator that separates teams that are moving.
How would you suggest to get payback by segment and channel?
If it’s still last touch attribution reporting, isn’t that a bit dated and misleading of a performance number as more businesses start to adopt media mix modeling and other non-click based measurement techniques?
Really apreciate the emphasis on NRR over ARR as the foundation metric. Too many teams I've worked with optimize for top-line growth while ignoring the retention signal entirely, then wonder why they're stuck on the treadmill. The point about CAC payback needing to be read alongside LTV resonated - seen plenty of dashboards where CAC is celebrated without anyone questioning whether payback timelines make sense for the business model. One thing that gets overlooked in these dashboard conversations is the behavioral shift required to actually use them consistently, most teams build beautiful dashboards then revert to spreadsheet chaos within a month.
The uncomfortable truth most dashboards miss is that you don't need better metrics to predict what's next, you need to diagnose what's already happening in your customer data that contradicts your GTM story. Most teams build dashboards backward: they start with how they want to think about their business, then hunt for KPIs to validate it. The real lever is flipping that. Aggregated deal flow visibility becomes something else entirely when you ask not what the numbers should be telling us about the future, but what pattern in today's buying behavior we've been too busy to notice. That's where the biggest GTM violations hide.
On the tactical side, wins vs loses matters way more than just counting wins. Sales velocity becomes the real diagnostic. And instead of chasing channel attribution, segment-level pipeline coverage tells the story you need to hear, especially when you layer in enterprise vs large ent vs MM vs SME pipeline health. That's where you spot what's actually broken in your motion. AI workflow coverage is exactly the kind of forward indicator that separates teams that are moving.
How would you suggest to get payback by segment and channel?
If it’s still last touch attribution reporting, isn’t that a bit dated and misleading of a performance number as more businesses start to adopt media mix modeling and other non-click based measurement techniques?