GTM Live Podcast Episode Summary: "MUST LISTEN: The 9 Biggest GTM Dysfunctions in B2B SaaS"

Host: Carolyn Dilkes & Trevor Gibson
Release Date: May 29, 2025
Platform: GTM Live by Passetto

In this enlightening episode of GTM Live, hosts Carolyn Dilkes and Trevor Gibson, Co-Founders of Passetto, delve deep into the nine most significant Go-to-Market (GTM) dysfunctions plaguing B2B SaaS organizations. Aimed at CEOs, CFOs, and Revenue Leaders, the discussion centers around identifying and rectifying systemic issues that hinder growth, efficiency, and long-term success. Below is a comprehensive summary capturing all key points, discussions, insights, and conclusions from the episode.

1. Fragmented Data Across GTM Departments

[00:00 – 06:19]

Carolyn opens the discussion by highlighting the pervasive issue of fragmented data within GTM teams. She emphasizes how departments like marketing, sales, customer success, and finance operate in silos, each relying on disparate data sets and dashboards. This fragmentation leads to misaligned metrics, conflicting stories, and inefficient decision-making.

Carolyn Dilkes ([00:00]): "Fragmented data across all different go to market departments... Everybody's in their own unique ecosystems, dashboards, point solutions... Finally, it's a different story."

Trevor adds that this fragmentation is a natural outcome of departmental focus but underscores the necessity of a mindset shift towards collective goals.

Trevor Gibson ([06:19]): "It's a mindset shift, really. Bring it up a level and do everything in the context of that bigger thing you're trying to do as a group."

Key Insights:

• Lack of a unified data system hinders a single source of truth.
• Siloed data leads to conflicting analyses and inefficiencies.
• Solution: Implement integrated data systems and designate a core owner to champion data unification.

2. Financial Data as Top Secret Information

[09:46 – 18:13]

Trevor transitions into the second dysfunction: Financial data being treated as confidential, thereby isolating finance from GTM teams. This secrecy prevents GTM leaders from making informed decisions based on comprehensive financial insights.

Trevor Gibson ([09:46]): "Financial data... doesn't really get pushed down or made available to each of the functions in a way that's actually useful."

Carolyn reinforces this by pointing out the lack of financial literacy within GTM teams and the absence of a feedback loop between GTM and finance.

Carolyn Dilkes ([13:19]): "Most go to market teams aren't trained in financial terms... leading to a gap... no feedback loop between go to market and finance."

Key Insights:

• GTM teams need access to financial metrics to align strategies with business objectives.
• Financial literacy should be enhanced within GTM roles.
• Solution: Foster collaboration between finance and GTM teams to create a shared understanding of financial metrics.

3. No Feedback Loop Between GTM and Finance

[14:31 – 25:11]

Carolyn introduces the absence of a feedback loop between GTM and finance as the third dysfunction. Without continuous interaction, GTM strategies remain disconnected from financial realities, leading to inefficiencies and misaligned goals.

Carolyn Dilkes ([14:31]): "There's no feedback loop between go to market and finance... acts as the glue between finance and go to market."

Trevor elaborates on the challenges of budget allocation without a unified strategy, advocating for a holistic approach to budget management that aligns with overall growth goals.

Trevor Gibson ([18:13]): "It's about efficiency... what are we investing and what are we getting out of it."

Key Insights:

• Continuous communication between GTM and finance is critical for optimizing budgets.
• Decision-making should be based on a unified strategy rather than departmental silos.
• Solution: Establish regular review mechanisms to align GTM activities with financial performance.

4. Lack of Ownership of GTM as an Integrated System

[18:13 – 40:27]

Carolyn discusses the fourth dysfunction: No single entity owning GTM as an integrated system. Without clear ownership, GTM remains fragmented, leading to inefficiencies and lack of accountability.

Carolyn Dilkes ([18:13]): "Nobody really owns Go to Market as an integrated system... having one champion person to quarterback this initiative."

Trevor supports this by emphasizing the role of Revenue Operations (RevOps) as a potential solution when properly implemented.

Trevor Gibson ([21:28]): "RevOps... being that representative that says, like I go across all these different functions."

Key Insights:

• Clear ownership is essential for unified GTM strategies.
• RevOps can serve as the strategic backbone if treated as a central function.
• Solution: Designate a GTM leader or team (e.g., RevOps) to oversee and integrate all GTM activities.

5. Not Analyzing GTM Performance Against Unit Economics

[40:27 – 29:07]

Carolyn addresses the fifth dysfunction: Failure to evaluate GTM performance through the lens of unit economics. Without this analysis, organizations cannot accurately measure the efficiency and profitability of their GTM efforts.

Carolyn Dilkes ([25:11]): "Unit economics is a big piece of the real answer now... measure the ratio of the result that we get out of it."

Trevor adds that understanding unit economics allows for better allocation of resources and strategic adjustments.

Trevor Gibson ([29:07]): "Everyone needs to be responsible for results in that same context."

Key Insights:

• Unit economics provide a clear metric for GTM efficiency.
• Aligning GTM activities with unit economics ensures sustainable growth.
• Solution: Incorporate unit economics into performance metrics and decision-making processes.

6. Over-Investing in Top-of-Funnel Lead Generation

[29:07 – 38:46]

Carolyn highlights the sixth dysfunction: Excessive spending on top-of-funnel (TOFU) lead generation. This approach often leads to high costs with low conversion rates, masking deeper issues in the sales and marketing funnels.

Carolyn Dilkes ([33:31]): "Over indexing and overspending on top of funnel lead generation... leads to overinvestment in volume rather than quality."

Trevor concurs, explaining how inefficient TOFU activities create friction between departments and degrade overall GTM efficiency.

Trevor Gibson ([35:19]): "We do not want more leads, more volume of leads. It is getting growth."

Key Insights:

• High investment in TOFU can lead to diminishing returns if leads are not qualified.
• Emphasizing quality over quantity in lead generation improves efficiency.
• Solution: Shift focus towards building a strong brand narrative and attract high-quality leads organically.

7. Teams Fixing Symptoms Instead of Systems

[38:46 – 44:08]

Carolyn introduces the seventh dysfunction: Addressing surface-level symptoms rather than underlying systemic issues. Organizations often implement temporary fixes that fail to resolve the root causes of GTM inefficiencies.

Carolyn Dilkes ([40:27]): "Fixing the system, blame the people... [but] systems and process problem."

Trevor emphasizes the importance of holistic problem-solving over tactical adjustments.

Trevor Gibson ([40:27]): "Solving the bigger coordination and system problem... all moving parts all at once."

Key Insights:

• Temporary fixes do not lead to sustainable improvements.
• Comprehensive system upgrades are necessary for long-term efficiency.
• Solution: Focus on systemic changes that address the core architecture of GTM operations.

8. Internal Bureaucracy Preventing Change

[44:08 – 52:25]

Carolyn discusses the eighth dysfunction: Internal bureaucracy hindering organizational change. Strong change agents within companies often struggle to effect meaningful transformation due to entrenched processes and resistance.

Carolyn Dilkes ([46:14]): "Internal bureaucracy preventing change... one or two really strong change agents... stuck and can't get the momentum."

Trevor echoes this sentiment, advocating for a unified vision and collective responsibility to overcome bureaucratic barriers.

Trevor Gibson ([47:17]): "Everyone needs to get aligned around the same bigger picture vision... team effort."

Key Insights:

• Bureaucratic inertia can stifle necessary GTM transformations.
• Facilitating collective buy-in and a shared vision is crucial for overcoming resistance.
• Solution: Promote a culture of collaboration and unified goals to drive change.

Conclusion and Call to Action

[52:25 – End]

Carolyn and Trevor wrap up the episode by reiterating the importance of addressing these dysfunctions to transform GTM operations into efficient, unified systems. They encourage listeners to reach out for further discussions and explore Passetto’s offerings for tailored GTM solutions.

Carolyn Dilkes ([52:25]): "Thanks for tuning in live. Thanks for listening and see you all next week."

Key Takeaways:

• Identifying and addressing GTM dysfunctions is crucial for B2B SaaS growth.
• Systemic changes and unified strategies outperform fragmented, departmental approaches.
• Leveraging integrated data, financial transparency, and collective ownership can transform GTM efficiency.

For more insights and personalized GTM strategies, Carolyn Dilkes and Trevor Gibson invite listeners to connect via LinkedIn or visit Passetto’s website.

Notable Quotes:

• Carolyn Dilkes ([00:00]): "If this resonates, this is a must listen to episode."
• Trevor Gibson ([06:19]): "It's a mindset shift, really."
• Carolyn Dilkes ([18:13]): "Nobody really owns Go to Market as an integrated system."
• Trevor Gibson ([21:28]): "RevOps makes sense because they are doing that sort of strategic role."
• Carolyn Dilkes ([33:31]): "We're conditioned to believe that more leads equals more growth, but that's the furthest thing from the truth."

By meticulously dissecting these nine GTM dysfunctions, GTM Live provides invaluable guidance for B2B SaaS leaders striving to optimize their revenue operations and achieve sustainable growth.