B2B Technology Lead Generation: The GTM Playbook That Actually Works
Most lead gen advice is activity without outcomes. This GTM playbook shows how B2B tech companies actually generate qualified pipeline—consistently.
B2B Technology Lead Generation: The GTM Playbook That Actually Works
I’ll be blunt: most B2B tech “lead gen” is just motion. Lots of activity, very little compounding effect. Teams publish content, spin up paid, send sequences—and still wonder why qualified meetings don’t rise and deals don’t move.
The problem usually isn’t effort. It’s the absence of a go‑to‑market system that converts effort into outcomes. According to Gartner, buyers spend only 17% of their time with suppliers—so your GTM has to work across the other 83%. BCG finds integrated go‑to‑market approaches materially outperform fragmented ones, and McKinsey links integrated GTM to higher growth and profitability.
This is the practical playbook we use with B2B technology companies to generate qualified pipeline—reliably.
Table of contents
- Why most lead gen fails
- The GTM playbook in plain English
- Your first two scalable plays
- 30/60/90 execution cadence
- What to measure (and what to ignore)
- Next steps and resources
Why most lead gen fails
It’s not that campaigns are bad. It’s that they’re isolated. Marketing creates attention, SDRs run sequences, sales runs a separate narrative—none of it adds up to a compounding system.
Lead gen fails when:
- ICP is broad and signal‑light (no triggers, no disqualifiers, no technographic or event signals).
- Messaging is product‑first instead of buyer‑first (no clear problem/trigger/outcome).
- Channels run independently (paid says one thing, SDR another; attribution is opaque).
- Handoffs are leaky (no SLAs, no qualification clarity, no feedback loop).
- Reporting celebrates activity (clicks, opens) over outcomes (conversion, velocity, payback).
The fix is a working GTM operating system—one narrative, two priority plays, one scorecard, weekly operating cadence.
The GTM playbook in plain English
Here’s how we turn intent into qualified meetings and then into revenue for B2B tech teams.
ICP you can actually sell to. Document fit (firmographic/technographic), buying triggers (events, signals), disqualifiers, success indicators. This drives targeting and qualification—not a slide.
A narrative buyers believe. In their words, tied to a specific trigger, with proof and a clear next step. One narrative across content, paid, SDR sequences, and sales calls.
Two priority routes to market. Resist channel sprawl. Pick two that match your buyers’ journey (e.g., search/content + outbound/ABM) and make them excellent before adding more.
SDR alignment and SLAs. Qualification rules, meeting quality rubric, clear MQL→SQL handoff, and shared weekly review with marketing and sales.
RevOps scorecard. A small set of leading and lagging indicators reviewed weekly. Make decisions with data, not anecdotes.
If you want the foundations first, read: B2B Go‑to‑Market Strategy: The Complete 2025 Framework. If you’re clarifying internal roles, see: GTM Strategy vs Marketing Strategy.
Your first two scalable plays
Most B2B tech teams win with a “create demand + capture demand” pairing.
Play 1: Search‑led content that solves a high‑value problem. Write for a specific buyer at a specific moment (trigger). Publish one deep, implementable piece a week. Every piece links to a relevant offer and aligns to your SDR sequence language. See our SaaS lead gen playbook for examples.
Play 2: Signal‑driven outbound/ABM. Build target lists based on ICP + triggers (hires, funding, tech changes). Sequences mirror the narrative and the offers from content. SDR SLAs ensure fast follow‑up and strong meeting quality. If you want an experienced team to run this, explore SDR as a Service.
When to add a third play. Only after the first two deliver consistent, measurable outcomes (SQL quality, stage conversion, time‑to‑first‑meeting). Then consider events/partners or paid with clear attribution.
30/60/90 execution cadence
Days 1–30 (Foundation): Tighten ICP with real triggers and disqualifiers. Draft the buyer narrative. Choose two plays. Define qualification and handoffs. Instrument a simple scorecard.
Days 31–60 (Architecture): Publish weekly anchor content. Launch the outbound/ABM sequence set. Enable sales with talk tracks that mirror the narrative. Run weekly reviews.
Days 61–90 (Activation): Optimize message, offers, and qualification. Improve conversion bottlenecks. Only scale spend or add channels when the system shows repeatability.
Need a blueprint and operating cadence? Start with GTM Consulting Services. Need programs run as one system? See GTM Agency Services. Want the strategic plan and execution together? GTM Strategy & Execution.
What to measure (and what to ignore)
Measure what predicts revenue:
• Pipeline velocity: time to first meeting, stage conversion, sales cycle length.
• Channel economics: CAC by channel, LTV:CAC, payback period.
• Revenue impact: SQLs, pipeline value, win rate, net revenue retention.
Ignore vanity: impressions, clicks, opens—unless they tie back to the scorecard above.
Deeper dive: Go‑to‑Market Metrics That Matter and our execution overview in GTM Agency Services.
Next steps and resources
If your lead gen feels busy but not compounding, don’t add more channels. Align ICP, narrative, two plays, SLAs, and a weekly scorecard. Then execute consistently.
When you’re ready for help:
• Strategy to pipeline: GTM Strategy & Execution
• Blueprint and cadence: GTM Consulting Services
• Programs and enablement: GTM Agency Services
Related reading and proof: Lead Generation Strategies for B2B SaaS, TotalMobile: 300% Pipeline Growth, Versa Networks: 400% APAC Growth.
FAQs
What’s the fastest way for B2B tech to generate qualified leads?
Pair search‑led content that solves a real problem with signal‑driven outbound/ABM. Two plays, one narrative, shared SLAs, weekly review.
How long before we see results?
Foundational outputs in 2–4 weeks; leading indicators in 4–8; SQLs in 6–10+ depending on ACV and cycle length.
What’s the most common failure mode?
Siloed tactics and leaky handoffs. No shared narrative, unclear qualification, and measurement that celebrates activity—not revenue.
Should we outsource SDR or build in‑house?
It depends on timeline, expertise, and management capacity. Outsourcing accelerates setup and quality; internal teams offer more control. Many companies use a hybrid. See SDR as a Service.
Written by Jamie Partridge, Founder of UpliftGTM.
Jamie Partridge
Founder & CEO of UpliftGTM
With extensive experience in go-to-market strategy for technology companies, Jamie has helped 30+ technology businesses of varying sizes optimise their GTM approach and achieve sustainable growth.