“It’s not about throwing tech or SDRs at the problem. If your teams aren’t aligned, your content isn’t differentiated, and your ICP isn’t predictive, you’ll keep spinning your wheels. ABM has to be a full go-to-market motion—not just better targeting.” That’s a quote from Kristina Jaramillo and a sneak peek at today’s episode

Welcome to Revenue Boost: A Marketing Podcast—the show where growth-minded business leaders learn how to turn marketing into a measurable revenue engine. I’m your host, Kerry Curran: revenue growth obsessed, go-to-market expert, and industry analyst. Each week, I sit down with the brightest minds in marketing, sales, and customer experience to unpack the real-world strategies that drive sustainable growth.

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In this episode of Revenue Boost: A Marketing Podcast, titled Beyond ABM Platforms: How Predictive ICP and GTM Alignment Drive Revenue Results I sit down with Kristina Jaramillo, President of Personal ABM, to dive deep into the real meaning of an account-based go-to-market strategy (GTM) and why tech platforms alone won't fix your revenue challenges.

Today’s episode is for any GTM leader who’s struggling to convert good pipeline into real revenue. And If you’re looking to move your target audience up stream to enterprise level deals, Kristina brings the insight you didn’t know you were missing.

Stay tuned until the end of the episode for her playbook on how to grow and retain key accounts before renewal is even on the calendar. Let’s go!

Kerry Curran (00:01.326)
Welcome, Kristina. Please introduce yourself and share your background and expertise.

Kristina Jaramillo (00:07.164)
Sure. My name is Kristina Jaramillo. I'm the President of Personal ABM. We are an account-based go-to-market team, which means we help B2B teams go to market as one and address revenue challenges—whether that's reducing churn, increasing ACV, shortening sales cycles, or impacting revenue in other ways.

Our KPIs align closely with customer success and sales—we’re all about revenue. We focus on improving the account experiences delivered through content and messaging, and we make sure everyone who is customer- or prospect-facing is aligned and delivering a consistent, differentiated experience. That’s who we are in a nutshell.

Kerry Curran (01:11.726)
Excellent—all extremely critical to driving growth, as you mentioned. I know you speak with a lot of executives and CMOs. What are some common themes and challenges you’re hearing when it comes to better customer acquisition and growth strategies?

Kristina Jaramillo (01:33.564)
When companies come to us, they’ve often adopted ABM—but their definition of it is limited. Sometimes they think ABM is just marketing, or just using an ABM tech platform, or simply layering in intent data. But they haven’t figured out how to improve account experiences or truly evolve their go-to-market motion.

When I talk with clients, I ask: “What’s the biggest red flag in your revenue process? What’s broken?” We start there before trying to solve everything at once. For example, some will say, “We have plenty of pipeline, but prospects go dark or don’t progress.” That points to stage progression or re-engagement issues.

The misconception is that ABM is just a marketing strategy—or just a better targeting tool. In that case, you're still doing demand gen, just more targeted. It hasn’t evolved into a truly account-based approach.

Kerry Curran (03:06.158)
Absolutely. I’ve seen that too—especially when companies say they hired more salespeople, or brought in a new intent platform like Demandbase or 6sense, and think that’s their strategy. Talk about why those platforms are helpful but not the whole solution.

Kristina Jaramillo (03:50.332)
Exactly. A lot of teams were just throwing money at the problem, hoping it would fix things. They’d buy Demandbase, 6sense, or even multiple platforms. But the issue is, they retrofitted an account-based process on top of what they were already doing.

They didn’t change their content or messaging to support the program, so it couldn’t effectively engage, nurture, or close those ICP accounts. Nor did they enable sales or customer success with what they needed. A key problem with content is it needs to teach for differentiation—not just against competitors, but against the status quo.

Buyers are overwhelmed with information. If you don’t show that the pain of staying the same is greater than the pain of switching, they’ll do nothing. And with these platforms, you’re defining a segment—not necessarily your true ICP. They may help you identify a total relevant market using basic firmographics, but they don’t tell you if the account is actually ready for your solution.

Kerry Curran (06:07.905)
Right. And even if they say they’re ready, are they truly mature enough to adopt your solution?

Kristina Jaramillo (06:11.898)
Exactly. And even if they say they are, the internal readiness may not be there. Another key issue: intent data is speculative. It’s time-lagged. It doesn’t necessarily mean an account is aligned with you strategically, operationally, or executionally.

Marketing teams also often don’t think about the full account experience—how to move an account to revenue. They aren’t enabling sales or customer success to guide the journey. You need to ensure everyone—marketing, sales, CS—is driving toward revenue KPIs like win rates, stage progression, and expansion. And that they’re delivering a unified, consistent value narrative across the buyer and customer journey.

Kerry Curran (07:09.986)
Exactly—it’s a holistic strategy. Let’s dig into ICP. You’ve talked about predictive ICPs and the need to evolve them. Why is that so important?

Kristina Jaramillo (07:49.852)
Your ICP can’t be static. Many teams define it once, put it in a slide deck, and leave it there. But your offerings change, your customers evolve, the market shifts. It should be reviewed at least annually—ideally twice a year.

Without that clarity, sales wastes months targeting the wrong accounts. You onboard clients who churn because they were never a good fit. Your messaging gets too broad—it speaks to everyone and no one. And you can’t tell situational stories because you’re spread too thin across industries and segments.

Without tight ICP alignment, deals are smaller, more price-sensitive, and longer to close—if they close at all. You’re not set up to identify and nurture accounts that can grow with you over time.

Kerry Curran (10:40.974)
Yes—and I hear from many companies wanting to move up-market to enterprise. But you can’t just “decide” to go enterprise. What does it take?

Kristina Jaramillo (11:21.69)
When targeting enterprise, everything changes. Your ICP needs redefining. You’ll need to expand buyer personas—there are more stakeholders. You need new content and use cases that align with enterprise priorities.

Sales teams need to be equipped for a new conversation, not just repurpose what worked for SMBs. And you need enterprise-level stories to show credibility. It’s a different approach—and a longer sales cycle. Demand gen must bring in the right accounts, not just big names. And marketing must help influence the internal conversations you’re not part of.

Kerry Curran (13:50.964)
Right, and that content strategy must keep them engaged throughout a long cycle—sometimes years. What does that content look like?

Kristina Jaramillo (14:15.462)
It’s all about reframing the conversation around strategic business problems, not just tactical pain points. For example, we worked with a facility management company whose content was about “missed cleanings” and “multiple vendors.” That’s not strategic.

But when we learned their customers had experienced regulatory shutdowns, product recalls, and delayed shipments to clients like Walmart—that impacted the P&L. That’s a strategic priority. Suddenly, we’re talking about protecting revenue, supply chains, and customer trust—not just cleaning floors.

Kerry Curran (18:06.83)
That’s such a strong example. And it ties into how content can support expansion and retention, too. How are you helping clients with that?

Kristina Jaramillo (19:19.664)
For expansion, we align marketing, sales, and CS—not just one team. We shift from, “Here’s what we’ve done,” to, “Here’s where we can grow together.” We help teams have a strong POV on their client’s business and tailor the value story accordingly.

We also make sure CS teams engage with decision-makers—not just day-to-day users. You can’t wait until 30 days before renewal. They need to constantly see and understand the value you deliver. That way, you’re never at risk when budget cuts come around.

And we continue teaching for differentiation—even post-sale. Show them why switching to another vendor, or going back to status quo, is actually more costly.

Kerry Curran (23:51.804)
That’s so important. And you brought up a key risk—when a decision-maker leaves. How can companies prevent that from killing the relationship?

Kristina Jaramillo (24:51.588)
You have to stay close. Your champion should alert you when a leadership change happens. You need to know the new boss’s goals, why they were hired, and what success looks like for them—quickly. Ideally, you're already engaged before the dust settles, coming to the table with insights and alignment.

Waiting too long is a mistake I’ve seen too often—and suddenly you’re cut during a contract consolidation.

Kerry Curran (26:19.248)
For companies hearing this and realizing they need to rethink their strategy—where do they start?

Kristina Jaramillo (26:19.248)
No matter where you are in your ABM journey, step back and ask: What revenue problem are we trying to solve?

Is it pipeline? Stage progression? Churn? Solve for that first. Don’t adopt ABM because it’s trendy. And don’t overcommit before getting buy-in or seeing traction.

Some teams invest in a six-figure tech platform but only use it for better-targeted demand gen. That’s not strategic ABM. Start small, solve a real revenue problem, and expand from there. Then you can layer in whether a one-to-one, one-to-few, or hybrid model makes sense.

Kerry Curran (28:15.202)
Yes—otherwise, it’s just another expensive experiment. Kristina, this has been so insightful. How can people connect with you?

Kristina Jaramillo (28:40.284)
The best way is on LinkedIn—I’m very active there. You can also visit our website at personalabm.com. We offer webinars, articles, and our own podcast, ABM Done Right. Feel free to reach out anytime.

Kerry Curran (29:05.6)
Perfect. And what’s the name of your podcast again?

Kristina Jaramillo (29:09.478)
ABM Done Right.

Kerry Curran (29:12.534)
Excellent. Thank you so much for sharing your time and expertise. This has been incredibly actionable and valuable.

Kristina Jaramillo (29:23.206)
Thank you so much—I appreciate it.

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