A mid sized B2B technology company was running a high volume of marketing activity across regions, but the team could not connect campaigns to pipeline or revenue. Marketo had been implemented the year before, but without a clear operational framework it only served basic email distribution. Reporting required manual reconciliation, naming conventions were inconsistent, and Sales did not trust the quality of MQLs. Leadership struggled to understand the impact of marketing investments. The company partnered with OneMetric to rebuild Marketo into a structured and measurable system with reliable automation, attribution, and connected reporting.
Marketing executed campaigns across numerous channels such as paid search, paid social, webinars, nurture programs, and content hubs, but none of these activities connected to pipeline or revenue in a measurable way.
There was no consistent tracking, no first touch or multi touch attribution, and no clear understanding of which campaigns actually influenced opportunities. Budget decisions were made based on assumptions rather than performance, and the team had no framework to assess ROI across marketing motions.
Reporting was one of the most significant pain points. Analysts spent hours each week pulling spreadsheets, joining CRM data, and exporting Marketo lists, yet leadership continued to receive reports that contradicted each other.
Different teams used different definitions for MQLs, lead sources, and campaign success metrics. The lack of clear and standardized reporting meant that leadership gradually lost confidence in the numbers being provided. Marketing credibility suffered simply because the systems were not aligned.
Inside Marketo, program structures were inconsistent.
Different regions and campaign owners used different naming conventions, tags, statuses, and channels. Some programs did not have proper statuses configured. Others lacked tags required for reporting. The absence of a standard framework made cross channel analytics nearly impossible and created data silos even within Marketo.
Marketo scoring was inflated and outdated.
Most leads accumulated high scores through basic activities such as visiting the home page or opening an email without demonstrating real intent. Negative scoring did not exist, score decay was not implemented, and demographic scoring did not align to ICP criteria.
Sales received too many low quality MQLs, creating friction and slowing down acceptance rates. Both teams lacked a shared understanding of what qualified truly meant.
Because lifecycle stages were not clearly defined or automated, the company could not answer essential funnel questions:
Without this insight, strategic planning relied on guesswork rather than accurate funnel intelligence.
Without lifecycle definitions, leads moved inconsistently across stages and created gaps that affected both Sales and Marketing. The company needed a structured lifecycle to drive accountability, automation, and measurement.
We rebuilt the Revenue Cycle Model from the ground up.
Each stage from Awareness to Customer was clearly defined with explicit entry and exit criteria. Automated workflows ensured every lifecycle transition happened consistently and accurately. SLA expectations were incorporated so that Sales received timely alerts when new MQLs were generated. Marketo and the CRM were connected with synchronized lifecycle stages and audit checks.
For the first time, the company gained real time visibility into funnel volume, velocity, and conversion rates and removed uncertainty about how leads progressed toward revenue.
Disorganized program structures made meaningful analysis impossible and created inconsistencies that weakened reporting.
We built a unified program framework with standardized:
This foundation ensured every new campaign followed the same operational rules and contributed clean data into reporting dashboards.
The marketing team could finally compare program performance across channels, regions, and segments with confidence. Cross channel reporting became accurate and scalable.
Sales needed better qualified leads. Marketing needed a scoring system that reflected real buying intent.
We rebuilt the scoring model using:
Sales and Marketing aligned on a shared definition of MQL which improved trust and accountability. Only high intent and ICP aligned leads reached Sales, reducing friction and improving conversion from MQL to SQL.
Leadership had no clear understanding of which campaigns influenced opportunities. Without attribution, investment decisions lacked direction.
We implemented multi touch attribution models in Marketo and the CRM to support:
Budget planning became data driven, and leadership could finally see which initiatives drove pipeline and revenue.
Executives required reliable reporting, and Marketing needed a single source of truth.
We built dashboards showing:
All teams, including Marketing, Sales, RevOps, and Leadership, now operate from the same shared metrics and avoid conflicting interpretations of performance.
Tired of explaining why the numbers don’t match?