Gianna Scorsone

Without that focus, sales teams face heavy pressure from artificially high new ARR targets meant to make up for missing growth. They propose pairing customer marketing with revenue operations across the customer journey.

Recalling their time running RevOps as COO, Scorsone says a journey-focused approach worked, citing growth from $5 million to $100 million and 2.5x in 18 months. The post also notes a recorded conversation with Cliff Simon about life and SaaS.

In a later RevFest post, Scorsone says revenue growth was the underlying theme, even as AI dominated discussion among RevOps leaders from companies including Samsara, ServiceNow, and OpenAI.

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They position customer marketers to collaborate with RevOps at each stage of the customer journey and with the GTM team through key programming. The platform focuses on Building Pipe, Accelerate Deals, At Risk Signals, Renewal + Expansion Support, and Customer Engagement.

After 11 years in revenue operations, Scorsone built programs around a CEO's daily question, quoted in the post as "how do we get more revenue": Going Wide, to win more business inside an account; an Intelligence Hub, where regional account owners share success stories and customer references; and Boomerang Customers, to follow a key contact who has left for a new company and bring the business there.

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They describe a go-to-market workshop that gives customer marketing a central seat and teaches the language needed to build stronger relationships with sales, customer success, and the broader marketing team. The post also invites RevOps people to lead the unifying strategy through the session.

Scorsone describes a workshop designed to align GTM teams, with the goal of learning the language needed to work together. In a separate post, they say the most successful customers align customer marketing and RevOps.

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Switching deliberately to first person, they make the loss personal, describe the buyer as an executive who drives revenue growth and runs impact rather than a program, and say the exchange led to a relationship and playbooks. The playbooks are for customer marketers, lifecycle marketers, RevOps people, CMOs, and CROs, and focus on driving revenue from an existing customer base.

Scorsone opens with a buyer who said no, then bought from a competitor. They name Heather Foeh as the person who offered feedback after the loss and credit Emily Cid with bringing another expert eye to the playbooks.

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They call the revenue-driven approach "responsible growth" and invite customer Champions to send photos for the site. The posts also name customers and peers, including Cliff Simon, Heather Foeh, and Emily Cid.

The website lists Building Pipe, Accelerate Deals, At Risk Signals, Renewal + Expansion Support, and Customer Engagement. It also declares, "No more stock photos... only real people!!!" and asks Champions to send photos.

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Newcomers should start here: it lists the programs and the stages they are meant to influence.

Scorsone describes 11 years in revenue operations and a CEO who opened each day by asking, "how do we get more revenue."

• That question produced three programs: Going Wide, for doing more business inside an existing account; an Intelligence Hub, where regional account owners share success stories and customer references can circulate; and Boomerang Customers, which follows a key contact who leaves for a new company and brings the business in there.
• Scorsone groups the programs under "Customer Revenue Orchestration" and says the website now reflects five areas: Building Pipe, Accelerate Deals, At Risk Signals, Renewal and Expansion Support, and Customer Engagement.
• The post ends with the brand name Champion and a deliberate choice to use photos of real customers, or "Champions," instead of stock photography.

For brands planning a campaign

Going Wide, Boomerang Customers, and the Intelligence Hub are distinct initiatives teams can assign owners to.

• The five website areas map onto stages a brief can measure.
• The emphasis on real photos also matters for teams planning customer-reference or advocacy content with this creator.

It lays out the argument and a stated growth result in a few lines.

Scorsone recalls running revenue operations as COO and learning to focus on the customer journey as "the path to compounding growth."

• The alternative is a lopsided seesaw: a sales organization under heavy stress from artificially high new ARR targets meant to make up for the growth the business needs.
• Scorsone says the journey-focused approach worked, citing growth from $5 million to $100 million and 2.5x in 18 months, and argues for closer collaboration between customer marketing and revenue operations.
• The post also notes a recorded conversation with Cliff Simon about life and SaaS.

For brands planning a campaign

This is the clearest case for campaign alignment, with framing a proposal can reuse: growth targets push the sales org, while the customer journey compounds. The $5m to $100m and 2.5x figures are the creator's claims, so attribute them as position statements rather than audited results.

It is the clearest example of turning feedback into reusable material.

Scorsone opens with a deal lost to a competitor and calls it a gift from Heather Foe.

• The post shifts from "we" and the brand name to first person, making clear the loss was personal.
• Scorsone describes the buyer as an executive who drives revenue growth and runs impact rather than a program, and says the buyer offered the most valuable feedback after the meeting.
• That exchange led to both a relationship and playbooks for customer marketers, lifecycle marketers, revenue operations people, CMOs, and CROs on driving revenue from an existing customer base.
• The post credits Emily Cid with bringing another expert perspective into the playbooks.

For brands planning a campaign

Teams seeking executive credibility for customer marketing can borrow the mechanism, not just the anecdote: a lost deal became a structured playbook for several buyer roles. The list of audiences also offers a ready-made distribution plan for a customer revenue program targeting CMOs, CROs, and lifecycle marketers.

It names the exercise and the seating problem.

Scorsone argues that team alignment is not just for the C-suite, describing a workshop to align go-to-market teams and calling for customer marketing to have a central seat at the table.

• The goal is to learn the language needed to build more meaningful relationships with sales, customer success, and the wider marketing team.
• The post also recommends the session to revenue operations professionals helping lead the unifying strategy.

For brands planning a campaign

For a brief on bringing customer marketing and revenue operations together, this post offers a concrete deliverable: a cross-functional alignment workshop that puts customer marketing inside the process, not alongside it. Its emphasis on learning other teams' language is a specific design choice worth carrying into a program plan.

Scorsone spent a day with revenue operations leaders at RevFest, described as drawing attendees from top companies, including Samsara, ServiceNow, and OpenAI.

• Artificial intelligence was the hot topic, but Scorsone says revenue growth underpinned the interest and everyone in the room was thinking about customer revenue.
• The post promises follow-up takeaways and photos, and repeats the site link and the line "it's time to make the shift."

For brands planning a campaign

Useful for positioning: Scorsone frames the customer revenue argument as a shared conclusion among revenue operations leaders, not one person's preference. Ask for the follow-up takeaways and photos mentioned in the post before treating them as part of the page.

In one post, they argue for focusing on the customer journey and pairing customer marketing with RevOps, rather than loading sales with high new ARR targets; the same post cites growth from $5m to $100m and 2.5x growth in 18 months.

• Another post calls the approach Customer Revenue Orchestration and lists Building Pipe, Accelerate Deals, At Risk Signals, Renewal + Expansion Support, and Customer Engagement as platform focus areas.
• A RevFest post says customer revenue was the underlying theme, even as AI dominated discussion.

Frames customer marketing and RevOps as one revenue system, not separate functions.

For brands planning a campaign

For a B2B SaaS expansion brief, build the campaign around an orchestrated customer journey, not isolated customer marketing tactics. Ask for a program map showing how customer marketing supports pipeline, deal acceleration, risk signals, renewals, expansion, and engagement.

Examples: Source 1 · Source 2 · Source 3

Going Wide means doing more business within an account.

• Intelligence Hub gives regional account owners a place to share success stories and help secure customer references.
• Boomerang Customers follows a key contact who leaves for a new company and brings the business there.
• Another post says Heather Foeh's wisdom was bottled into playbooks for customer marketers, lifecycle marketing, RevOps, CMOs, and CROs.

Turns observed revenue problems into named, repeatable programs.

For brands planning a campaign

Evaluate Gianna Scorsone for campaigns that need concrete, repeatable plays rather than general advocacy. Ask for the playbook detail and how each program maps to expansion, references, or re-engagement after a champion changes companies.

Examples: Source 1 · Source 2

It argues that customer marketing should have a central seat at the table and learn the language needed to build meaningful relationships with sales, customer success, and the broader marketing team. Other posts say customer marketers can work with RevOps to influence each stage of the customer journey and that the most successful customers see this alignment.

Advocates shared language and joint programming across sales, customer success, marketing, and RevOps.

For brands planning a campaign

For an enablement, internal alignment, or customer marketing campaign, Gianna Scorsone's material can support workshop-style content on shared language and joint programs. Ask for evidence of the workshop format and how alignment is measured beyond attendance.

Examples: Source 1 · Source 2 · Source 3

One post says they spent 11 years in a revenue operations role and that the CEO started each day asking, "how do we get more revenue."

• Another says they ran RevOps as COO and learned to focus on the customer journey, citing the $5m to $100m and 2.5x in 18 months result.
• A third uses first person to describe losing a deal to a competitor and turning the feedback into a relationship and playbooks.

Draws on direct operating experience and takes first-person accountability.

For brands planning a campaign

For revenue leaders, a campaign can draw on operator-to-operator storytelling. Ask to anchor the content in specific metrics, decisions, and tradeoffs rather than broad thought-leadership claims.

Examples: Source 1 · Source 2 · Source 3

The recurring audience includes RevOps, customer marketing, lifecycle marketing, CMOs, CROs, and go-to-market teams.

For brands planning a campaign

Gianna Scorsone can contribute to co-created content built around a brand's event, playbook, or customer story. Match the format to the goal: narrative lessons for credibility, event recaps for topical reach, playbooks for lead capture, and product or website updates for launch moments.

Examples: Source 1 · Source 2 · Source 3 · Source 4 · Source 5

One credits Heather Foeh and Emily Cid while turning a lost deal into playbooks.

• Another names Cliff Simon in a conversation about life and SaaS.
• A platform update says the website will show Champions in every photo, states "No more stock photos... only real people," and invites champions to send their photos.

Uses named customers and peers as the visible proof layer.

For brands planning a campaign

For an advocacy or customer-story campaign, this approach favors named customer champions and peer voices over anonymous or stock imagery. Ask how champions are selected, how consent is handled, and whether customer proof can be tied to specific revenue outcomes.

Examples: Source 1 · Source 2 · Source 3

They also ask customers featured on the site to send a photo, saying Champion replaced stock images with real customer photos. Ask what Scorsone's title is and whether they own or work for the company.

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One post credits Gianna Scorsone and Emily Cid by name for work on the same customer-centric strategy; another states the same core belief about growing through existing customers.

Jeff Reekers writes company-building retrospectives, founder reflections, and internal working notes about the business and team, while Gianna Scorsone writes market-facing programs and playbook explanations tied to specific revenue mechanics. They offer a view of the same world from the build-and-run side rather than the program-design side.

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Tom Kerr's post on the phrase "I think so" argues that the absence of a champion makes forecasts unreliable, overlapping with Gianna Scorsone's emphasis on named customer champions and people who carry the work forward.

Tom Kerr stays inside the individual deal: negotiation, discount pressure, procurement, and qualification.

• Gianna Scorsone works one level up, on the programs and cross-team alignment that shape the whole customer journey.
• Follow Tom Kerr for deal tactics, and Gianna Scorsone for customer marketing and RevOps program design.

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Both treat people and relationships as the substance of the work rather than campaign assets.

Ari Hoffman's posts are book responses and praise for peers, using a published framework to organize the argument. Gianna Scorsone describes programs they built and results from running them, making the writing closer to an operating account than field commentary.

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The posts offer founder-operator insights: a year review says the company's bet is growing through existing customers, reports 100% gross revenue retention and roughly 130% net revenue retention in one segment (by the creator's own account), and names the mission as making business more human.

• The weekly retro post is more useful for a pilot, listing behaviors a leadership team can copy: define the single most important thing each morning and go all-in on it; treat every call as game time and show up fully switched on; and treat every deal as a committee decision by mapping execs, internal champions, procurement, legal, and technical voices before entering the room.
• Choose this voice if the pilot needs a sponsor who can model operating discipline and speak to org-building, hiring, and selling an advocacy product into the Salesforce ecosystem.

These posts offer leadership reflection, not a repeatable expansion program a customer marketing team can run.

• They do not explain account growth mechanics such as expanding business within an account, circulating customer references, or reading renewal risk, and say little about designing workshops that align go-to-market teams.
• The posts also overlap: they discuss the same company, and the retro post names Scorsone as a cofounder.
• Treat them as complementary voices from one organization, not separate marketplace options.
• Choose Jeff Reekers for the sponsor and operating-discipline layer, and Scorsone for the customer revenue orchestration curriculum.

Examples: Source 1 · Source 2

The posts offer specific seller-side craft.

• One describes a discount that cost $55k in ARR and 6k in commission, then gives the fix: take three seconds after hearing an objection, breathe, and let the answer form before responding.
• Then ask questions such as 'when you say we're too expensive, what do you mean by that?' to get the buyer to spell out the actual constraint rather than assume it.
• The other post offers a champion test that pairs directly with an expansion motion: a real champion has skin in the game because fixing the problem makes them look good internally, has access to the executive buyer and will make the introduction, can explain the buying process better than procurement, maps timelines and risks alongside the seller, and shapes the decision criteria.
• These behaviors can determine whether a customer marketing and RevOps program gets adopted once it exists.

These are individual deal tactics, not an expansion system.

• The posts do not cover customer marketing, reference programs, renewals, or risk signals, or how to facilitate cross-functional alignment as the Scorsone posts do.
• The numbers are personal claims about one deal, useful as an illustration but not a benchmark.
• Choose Tom Kerr when the campaign is about changing seller behavior under procurement pressure and building internal champions; choose Scorsone when the mandate is to build an orchestration program across customer marketing and revenue operations.

Examples: Source 1 · Source 2

The posts frame community as infrastructure, not a nice-to-have, and offer an argument buyers can use to secure internal recognition: the same signal and effort gets called advocacy by marketing, feedback by product, deflection by support, adoption by customer success, and pipeline by sales, yet most teams still do not run it that way.

• The posts also argue that customer engagement should not sit downstream but should shape culture, product direction, and long-term growth.
• Hoffman is a strong fit when the client's blocker is that the business undervalues community and advocacy work, and the campaign needs to change that standing.

The posts are recommendations and positioning, not an implemented program.

• There is no expansion mechanics, no pipeline acceleration or renewal and expansion support content, no risk signals, and no owners-and-scorecard structure a client could run in a sprint.
• Book-recommendation posts establish a point of view on community as infrastructure, not a track record of building one.
• Choose Ari Hoffman when the campaign leads with community and advocacy and needs the internal recognition argument; keep Scorsone when the campaign must join customer marketing to revenue operations around named programs and a measurable expansion scorecard.

Examples: Source 1 · Source 2