How do you figure out which part of the business needs the most attention? How do you prioritize projects in GTM improvement with confidence? These are the questions we sought to answer when developing the GTM Ops Decision Tree. With this model in mind, revenue leaders can ask the right questions to determine where to focus their attention for the highest, most immediate reward possible.

The decision tree starts with a fundamental choice between focusing on new business or net revenue retention, then branches into specific areas like pipeline generation versus pipeline management. USC Founder and CEO Eddie Reynolds walks through concrete scenarios of the decision tree in action, for example, showing how a company can double revenue by improving pipeline management processes rather than doubling pipeline generation. He emphasizes the compound effect of operational improvements versus one-time marketing investments and shares real examples from his experience at Salesforce and building Union Square Consulting.

Explore all of our Frameworks here.

02:19 Why Go to Market Teams Play Whack-a-Mole

04:54 Go to Market Efficiency Pyramid vs Decision Tree

06:16 New Business vs Net Revenue Retention Priority

08:50 Long Term vs Short Term Revenue Impact

11:23 Making Priority Decisions with Imperfect Data

16:31 Measuring Net Revenue Retention Fundamentals

18:38 Customer Health Tracking Transforms CS Results

22:00 When New Business Takes Priority Over Retention

25:13 Why Sales Process Beats Pipeline Generation

31:12 Average Close Rates and Realistic Improvements

34:21 Building Your Case for Leadership Buy-in

35:37 Breaking Down Pipeline Generation by Channel

38:53 Revenue Operations Roadmap Framework

41:37 Action Steps for Implementing Decision Tree

44:00 Resources and Next Steps