Common GTM Issues That Seem Fine Initially but Later Slow Growth: Share Your Stories

·Mar 22, 2026 02:42 PM·

Hello Everyone! This is Mani. I am relatively new to Revgenius and excited to be here. Quick question for the community: What is a GTM issue you have seen that seemed fine at first but quietly slowed growth later? I would love to hear your stories and learn how others catch these early. Looking forward to connecting and swapping insights with you all!

5 comments

· Sorted by Oldest

Vincent
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Hey Mani welcome to the community. From my experience one of the biggest pain is the poor quality of the data model thought through from the get go going into your CRM. Because everything else will be built on top of it over time and create potentially irreversible long term issues which are very very costly to change once the company becomes very establish. Performance of all your business from marketing to sales to CSM revolves around good quality data of your accounts both client and prospects and their related leads/contacts. So thinking this through properly can make a huge difference. We see it when we start implementation projects with companies and the first thing we do is to revamp key part of their data model where the workflows and automation are going to be built because the performance of those and results can 5 to 10X afterwards since the data model is clean and makes sense.
Mani
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Thanks Vincent. So true. GIGO. Very foundational. Being an analytics professional, I would really appreciate that. From your experience, what leading indicators companies watch for gtm launches?
Vincent
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You're welcome. This is a very broad question to be fair as there are so many indicators that could be kept in sight either as gold star metrics or as short term goals. So what do you mean exactly?
Mani
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Got it. How about revenue in the saas industry? What leading indicators would they watch and catch revenue risks before it hits P&L based on your experience? Thanks.
Nick A.
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Welcome to RevGen, Mani ! I'm new here as well. Really enjoying the community and sharing of experiences and knowledge so far. A common one i've ran into with my sales teams over the last 10 years was assuming our champion always had the real budget authority, or was capable of pushing everyone on their side to get a decision made and deal closed. We'd get verbal commitments, pricing negotiations, timeline discussions — all green lights. Then deals would mysteriously stall in "final approvals" that stretched for months. The quiet killer was that we kept optimizing our pitch and process around these champions instead of figuring out who actually controlled the money. Growth looked healthy quarter over quarter until suddenly it wasn't — pipeline was inflated with deals that were never really viable. How are you spotting the difference between someone who thinks they can buy versus someone who actually can? That gap seems to be getting wider.

Vincent
·
·
Hey Mani welcome to the community. From my experience one of the biggest pain is the poor quality of the data model thought through from the get go going into your CRM. Because everything else will be built on top of it over time and create potentially irreversible long term issues which are very very costly to change once the company becomes very establish. Performance of all your business from marketing to sales to CSM revolves around good quality data of your accounts both client and prospects and their related leads/contacts. So thinking this through properly can make a huge difference. We see it when we start implementation projects with companies and the first thing we do is to revamp key part of their data model where the workflows and automation are going to be built because the performance of those and results can 5 to 10X afterwards since the data model is clean and makes sense.
Mani
·
·
Thanks Vincent. So true. GIGO. Very foundational. Being an analytics professional, I would really appreciate that. From your experience, what leading indicators companies watch for gtm launches?
Vincent
·
·
You're welcome. This is a very broad question to be fair as there are so many indicators that could be kept in sight either as gold star metrics or as short term goals. So what do you mean exactly?
Mani
·
·
Got it. How about revenue in the saas industry? What leading indicators would they watch and catch revenue risks before it hits P&L based on your experience? Thanks.
Nick A.
·
·
Welcome to RevGen, Mani ! I'm new here as well. Really enjoying the community and sharing of experiences and knowledge so far. A common one i've ran into with my sales teams over the last 10 years was assuming our champion always had the real budget authority, or was capable of pushing everyone on their side to get a decision made and deal closed. We'd get verbal commitments, pricing negotiations, timeline discussions — all green lights. Then deals would mysteriously stall in "final approvals" that stretched for months. The quiet killer was that we kept optimizing our pitch and process around these champions instead of figuring out who actually controlled the money. Growth looked healthy quarter over quarter until suddenly it wasn't — pipeline was inflated with deals that were never really viable. How are you spotting the difference between someone who thinks they can buy versus someone who actually can? That gap seems to be getting wider.