A Winning Go-to-Market Starts with Unification: From CMO to CRO

A Winning Go-to-Market Starts with Unification: From CMO to CRO


In today’s hyper-competitive business landscape, the success of a company heavily relies on the seamless integration and alignment of various functions and in my case, much-needed alignment between sales and marketing. I have seen enterprise sales change drastically over the last 5-6 years. This is especially true within the data privacy space – where you have to be prepared to understand and respond to the complexity of the more significant business problems that you are solving, ensuring you are arming key roles that may be thinking of their project as an innovative, or unbudgeted one.

The traditional siloed approach of sales, marketing, customer success, and go-to-market strategies is no longer sustainable. Data privacy and privacy-preserving technologies are where my specific focus is, but I think this need to break down silos extends across the enterprise selling sphere. To thrive in this noisy, highly congested environment, businesses need to reframe their start-up leadership model – and implement a key role that can unify these critical teams under one cohesive vision. Enter the Chief Revenue Officer (CRO) – a strategic executive whose role is pivotal in driving growth, fostering collaboration, and achieving organizational goals.

I myself didn’t understand this role when I first started to notice it popping up. However, as I started to see my own role in a marketing leadership capacity, struggling to gain more access, inclusion, and authority in trying to execute a properly vetted and tested go-to-market, I quickly realized that this was the role that I have been working towards my entire career.

The Disconnect Dilemma

Imagine a scenario where the marketing team generates leads, but together with sales they consistently struggle to convert them into qualified prospects. Or a go-to-market strategy that is borne of what we expect to be able to do but lacks the needed collaboration between sales and marketing leaders to understand how early adopters are considering solutions, how emerging the tech is, how to best implement a cross-team onboarding and/or user journey that will result in learnings and opportunities. I have had direct experience in the past with the disconnect between sales, marketing, and the go-to-market strategy – and having it lead to misaligned efforts, wasted resources, and ultimately, a negative impact on the bottom line.

The CRO: A Catalyst for Alignment

I started my career in sales. Part of that remit was expanding a software distributor globally by establishing an ecosystem of value-added resellers in key regions that would provide localized support. What was not considered at the time of establishing that network of partners was that intending to act locally extends to the marketing support and programs that support that network. At the time, my team and I did what made the most sense for a company in startup mode. We took the programs our corporate marketing team was delivering to us, reworked them, and distributed them with a more localized approach by region. And this is how I began my journey from sales to marketing, and then back again between both a few times.

The CRO is the remedy to this problem, acting as a catalyst for alignment and cohesion. This strategic role is a forcing function and bridges the gap between sales, marketing, and the go-to-market functions, creating a unified approach that maximizes efficiency and revenue generation.


  1. Driving Collaborative Strategy

A successful CRO fosters collaboration among different departments by facilitating open communication and breaking down barriers. They bring together sales and marketing teams, encouraging them to share insights, data, and feedback. This collaborative strategy ensures that the company’s overall goals are well-defined and consistently pursued.

  1. Seamless Customer Experience

In a world where customer experience is a defining factor in business success, a unified approach is crucial. The CRO has the ability to align sales and marketing efforts to create a seamless, end-to-repeatability, customer journey.  From initial outreach to first engagement to scope and implementation, this unified team approach enables key learnings that will boost customer satisfaction, brand loyalty, enterprise retention, and predictable ARR.

  1. Leveraging Data and Insights

Data-driven decision-making is paramount in today’s data-rich landscape. The CRO leverages data and insights from both sales and marketing to identify trends, customer preferences, and areas for improvement. By analyzing this valuable information, the CRO can develop effective strategies that target the right audience, at the right time, and with the right message.

  1. Maximizing ROI

When sales, marketing, and the go-to-market strategy are unified, the organization can streamline its operations and allocate resources more effectively. A CRO ensures that resources are optimized for the highest return on investment (ROI) and minimizes redundant efforts.

  1. Agility and Adaptability

The business landscape is ever-evolving, and companies must remain agile and adaptable to stay ahead. The CRO brings a strategic mindset to the table, constantly monitoring market trends and adjusting strategies accordingly. This adaptability is vital for staying competitive and seizing new opportunities.


The role of a Chief Revenue Officer (CRO) goes beyond conventional boundaries. It is about embracing a holistic approach that unifies sales, marketing, and the go-to-market strategy to drive growth and success. By breaking down silos and fostering collaboration, the CRO empowers the entire organization to work towards a common goal. The result is a seamless customer experience, optimized resource allocation, data-driven strategies, and a thriving, revenue-generating business.

In the face of an ever-changing business landscape, I am both honored and ready, albeit a little scared of taking on this new role at Inpher. I believe this is the collaborative role I have been working towards for some time now and with the support of the one-of-a-kind executive team, and immensely knowledgeable engineering, sales, and customer success teams – I am confident that by embracing the power of unity, we will unlock our full business potential.