Introduction from Juanita Baker, Chief Strategy & Marketing Officer and Co-Founder at Valmaris Group

Juanita B. · 2026-06-22T20:31:17.913Z

👋 Hi everyone! I'm Juanita Baker, Chief Strategy & Marketing Officer and Co-Founder at Valmaris Group 📍 I live in Charlotte, NC 🧩 What we do: We identify every person in the buying committee who has to say yes to your deal and when they need to be engaged. Then, we use your own CRM data to build the GTM strategy around the accounts, industries, and markets most likely to close. :linkedin: Connect with me on LinkedIn - https://www.linkedin.com/in/juanitambaker/, and I'd love it if you connected with Valmaris Group (https://www.linkedin.com/company/valmaris-group/) too! :exceptionally_fast_parrot: For fun: Poolside, long walks with a good podcast, and experimenting with new recipes (some that work, some that don't) ✈️ Hands down, anywhere that allows me to be at the beach 🏖️🩴

5 comments

· Sorted by Oldest

Jonathan B.
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Hey Juanita B., welcome! How do you identify who has to sign off on a solution you are selling and when the need to be engaged?
Juanita B.
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Hi Jonathan B. - honestly, most teams think they know who's in the buying committee, but when I look at what's documented in their CRM, it's usually one to three contacts deep. The full picture isn't there. We start by mapping every role that has to say yes, and when they need to be engaged. Technical buyers versus process buyers, and how that changes depending on what's being sold. The people who show up late in the deal often carry more veto power than anyone engaged early. Once the committee is mapped, we use the client's own CRM data to shape the GTM strategy around it. Here's a simplified example of what the output looks like. Every role in the buying committee gets mapped against each stage of the buying journey, and the influence rating shifts depending on what's being sold.
Louis G.
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Hi! Insightful 👀
Jonathan B.
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Hey Juanita B., still lost - understood you map decision maker architecture and produce a report, looking more as to how you do this? Rely on sales people at company you're serving to tell you and create report, use data from existing companies you've sold into and match their buying process, etc
Juanita B.
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Great question Jonathan B. — it's a combination of both, and a bit more. I start on the strategy side. Before we touch any data, I map the buying committee architecture for each product or solution the client sells. That means identifying every role that has to say yes, separating technical buyers from process buyers, and determining how much influence each role carries at each stage of the buying journey. That work is built from the client's own knowledge of their market, their sales experience, and the research we bring to the table. Then my co-founder, Marta T., goes into their CRM. She's not relying on what the team thinks is happening — she's looking at what the data shows. Which accounts are progressing, which are stalling, where the buying committee contacts are missing, and what the patterns reveal about the deals that closed versus the ones that didn't. The two pieces together (the committee architecture and the data reality) is where the strategy gets built. Most teams are operating on assumptions about who buys from them. We replace those assumptions with evidence. It's worth mentioning that this should be reviewed on a regular cadence that makes sense for the business and takes into account any shifts. Happy to go deeper if it would be useful.

Introduction from Juanita Baker, Chief Strategy & Marketing Officer and Co-Founder at Valmaris Group | RevGenius

Jonathan B.
·
·
Hey Juanita B., welcome! How do you identify who has to sign off on a solution you are selling and when the need to be engaged?
Juanita B.
·
·
Hi Jonathan B. - honestly, most teams think they know who's in the buying committee, but when I look at what's documented in their CRM, it's usually one to three contacts deep. The full picture isn't there. We start by mapping every role that has to say yes, and when they need to be engaged. Technical buyers versus process buyers, and how that changes depending on what's being sold. The people who show up late in the deal often carry more veto power than anyone engaged early. Once the committee is mapped, we use the client's own CRM data to shape the GTM strategy around it. Here's a simplified example of what the output looks like. Every role in the buying committee gets mapped against each stage of the buying journey, and the influence rating shifts depending on what's being sold.
Louis G.
·
·
Hi! Insightful 👀
Jonathan B.
·
·
Hey Juanita B., still lost - understood you map decision maker architecture and produce a report, looking more as to how you do this? Rely on sales people at company you're serving to tell you and create report, use data from existing companies you've sold into and match their buying process, etc
Juanita B.
·
·
Great question Jonathan B. — it's a combination of both, and a bit more. I start on the strategy side. Before we touch any data, I map the buying committee architecture for each product or solution the client sells. That means identifying every role that has to say yes, separating technical buyers from process buyers, and determining how much influence each role carries at each stage of the buying journey. That work is built from the client's own knowledge of their market, their sales experience, and the research we bring to the table. Then my co-founder, Marta T., goes into their CRM. She's not relying on what the team thinks is happening — she's looking at what the data shows. Which accounts are progressing, which are stalling, where the buying committee contacts are missing, and what the patterns reveal about the deals that closed versus the ones that didn't. The two pieces together (the committee architecture and the data reality) is where the strategy gets built. Most teams are operating on assumptions about who buys from them. We replace those assumptions with evidence. It's worth mentioning that this should be reviewed on a regular cadence that makes sense for the business and takes into account any shifts. Happy to go deeper if it would be useful.