You're Great at Marketing the Business. Terrible at the Business of Marketing.

Most companies think creating the ICP is marketing's job. It isn't, and that misunderstanding is why 70% of go-to-market leaders say they can't hit their numbers. When marketing owns the ICP, sales owns deals, and product owns features independently, everyone's out of sync. Business transformation happens in teams, not in departments, and the CEO is the one who has to own go-to-market.

In this session I take live questions from the audience and work through the real problem underneath the ICP debate: most leaders are good at marketing the business but terrible at the business of marketing. I share the story of a CMO who crushed his pipeline goal and still got fired because he chased an unprofitable segment, why the first question of GTM OS ("where can we grow the most?") is a business question and not a marketing one, and why if your calendar has a "pipeline meeting" or an "ICP meeting," you've already lost.

⏱ TIMESTAMPS
(00:00) Why creating your ICP is not a marketing job
(00:36) Transformation happens in teams, not departments
(01:24) The CEO owns go-to-market: the core idea from MOVE
(02:44) When one big deal pulls a whole company off course
(04:53) What to do when your CEO thinks marketing owns ICP
(08:00) Marketing the business vs the business of marketing
(09:36) Do these principles change by company size? No.
(11:34) He crushed his revenue goal and still got fired
(15:03) Why an unprofitable ICP costs you your job
(16:04) Stop holding pipeline meetings. Hold business meetings.
(16:57) ICP, pipeline, and retention are all team problems

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