『Why GTM Rebuilds for the Enterprise Start With Clarity, Not Campaigns, with Corey Livingston』のカバーアート

Why GTM Rebuilds for the Enterprise Start With Clarity, Not Campaigns, with Corey Livingston

Why GTM Rebuilds for the Enterprise Start With Clarity, Not Campaigns, with Corey Livingston

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A company reaches a key moment. The strategy changes, the target buyer shifts, and leadership decides to focus on the enterprise market. But the go-to-market system underneath the business may still be built for an earlier stage of growth. Corey Livingston shares why rebuilding your GTM should start with understanding and clarity, how marketing can build trust with sales before results appear, and what leaders should measure before the pipeline is visible. About this episode Financial reports show how a business is doing, but they don’t show if the go-to-market engine is ready to support the company’s next phase of growth. That is the tension at the center of this conversation with Corey Livingston, Vice President of Marketing at DartPoints. Corey has spent more than two decades leading B2B marketing through growth and change. She has worked inside companies moving upmarket, entering new segments, and trying to build several GTM motions at once. Her starting point is not another campaign. It is understanding the growth hypothesis, determining whether each motion is in the build, activate, or scale phase, and getting the organization aligned around what it can realistically produce next. We talk about why moving into enterprise requires more than changing the target account list, how marketing earns credibility with sales, why alignment must extend below the CRO, and what leaders often get wrong during the first 90 days of a GTM rebuild. About Corey Livingston Corey Livingston is the Vice President of Marketing at DartPoints. She has more than two decades of B2B marketing experience, including leadership roles at Level 3 Communications and OneNeck Solutions, as well as fractional CMO work across multiple companies. Her work focuses on GTM strategy, sales and marketing alignment, enterprise growth, and helping companies build the operating systems required for their next stage of growth. Connect with Corey Follow Corey Livingston on LinkedIn Chapters 00:00 Why healthy dashboards can hide a broken GTM system 00:49 What dashboards miss in a GTM rebuild 02:36 Why moving upmarket changes the entire motion 05:35 How to diagnose the gap between strategy and execution 09:02 How marketing earns sales’ trust before results 17:58 How to decide which GTM motion comes first 21:00 What to measure before pipeline shows up 26:23 What leaders get wrong in the first 90 days A few things worth taking away GTM is a lifecycle, not a switch. Leaders need to know whether a motion is being built, activated, or scaled before deciding what to measure.Moving upmarket is not just a strategy shift. Enterprise buyers require more credibility, stronger proof, deeper content, and tighter coordination with sales.Sales trust comes from clarity, follow-through, and quick wins, especially while the longer-term GTM system is still being built.Alignment with the CRO is not enough. Marketing also needs to earn the trust of frontline sales leaders and the people doing the work every day.You cannot scale every motion at once. Investment decisions should connect to the company’s growth hypothesis, resources, timing, and near-term revenue needs.Pipeline is a lagging indicator. Operational readiness, engagement from the right accounts, and qualified meetings can show whether the motion is beginning to work.For an early enterprise motion, one of the most useful questions is: are we meeting with the right person at the right account, and are they moving to a next step? A few lines that stuck with me “I look at GTM as more of a lifecycle, not a switch.” “A corporate strategy and vision is not a go-to-market strategy.” “Sales trust comes from creating clarity. It comes from follow-through and quick wins.” “You can’t scale everything at once.” “You can’t get to pipeline without engagement.” “Are we getting a meeting with the right person at the right account?” “Most leaders try to fix things too fast in the first 90 days.” Listen and subscribe Subscribe to The B2B Roundtable wherever you listen to podcasts. Transcript Brian Carroll: Welcome to The B2B Roundtable. I’m Brian Carroll, and we’re going to talk about something people don’t often talk about. A company hits an inflection point. The strategy shifts, the buyer changes, and the dashboard shows green. But the system underneath was built for a different version of the business. The gap doesn’t show up in a report. It shows up when things start to stall, and nobody can explain why. My guest today is Corey Livingston. She has spent more than two decades in B2B marketing, leading at companies including Level 3 Communications and OneNeck Solutions. She has also done fractional CMO work across multiple companies. Today, she is serving as the Vice President of Marketing at DartPoints. I invited Corey because she has been through these inflection points in several different seats. Corey, welcome. Corey Livingston: Thank you, Brian. It’s great to be here. ...
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