Metrics
The metrics that matter
53 numbers worth tracking in GTM Operations, grouped by role, with precise definitions, formulas, benchmarks, and the way each one gets read wrong. Filter, or pick a role to go deep.
BDR / SDR metrics
I judge a development team on what the AE actually accepts, not on dial counts. The failure mode is comping activity (dials, sends) while pipeline quality quietly rots at the handoff.
View metrics →AE metrics
AEs own the close, so I read outcome (bookings, win rate) against process health (coverage, velocity, hygiene). Watch for the 2025 trap: when most reps miss, the quota was set wrong more often than the reps failed.
View metrics →Sales Engineering metrics
SEs own the technical win, so I anchor on technical win rate, not demo count. Demo count is the vanity trap here: it rewards activity while telling you nothing about whether the buyer's technical stakeholders actually said yes.
View metrics →Partnerships metrics
Partnerships generate revenue through third parties, so I track sourced and influenced pipeline as two separate lines. Blend them and you double-count with direct; the number inflates and nobody trusts the program.
View metrics →Enablement metrics
Enablement builds rep capability, so I tie it to ramp time and cohort-matched attainment, never content-usage vanity. The trap is crediting a program for reps who were already going to hit quota; without a control group the ROI is a story.
View metrics →Customer Success metrics
CS protects and expands the base, so I lead with NRR and GRR, the numbers a board actually watches. NPS as the headline CS metric is the tell that a team is measuring sentiment instead of retained dollars.
View metrics →Customer Support metrics
Support resolves issues and protects satisfaction, feeding retention analysis. Fair warning: the tidy FRT and deflection medians people quote are mostly buyer expectations, not measured industry numbers, so I set targets against my own baseline.
View metrics →Revenue & finance metrics
These are the company-level numbers I report to leadership and finance, the ones a board reviews. My job is to own the canonical definition so the org argues about actions, not about whose number is right.
View metrics →Nothing matches that filter.