That’s a great point!
The definition of “measurement” really sets the context. I was thinking less about individual metrics and more about the ownership of the overall measurement framework i.e., how attribution, funnel conversion, forecasting inputs, and ROI are stitched together to inform GTM decisions.
In many orgs, RevOps owns the instrumentation (like you mentioned velocity, hygiene, pipeline quality), but the strategic architecture of the framework often sits in a gray zone. If in your experience, Marketing ever steps in to shape the overarching model, or if RevOps typically drives both strategy and execution?
