How Velixo cut board reporting from days to minutes

Mel had seen what great GTM reporting looked like at a previous company, where every team planned, budgeted and reported the same way. She knew the data would come first and the accountability would follow.

"I'd seen what great revenue operations looks like. When everyone plans, budgets and reports the same way, you get accountability, and alignment almost takes care of itself. Performance comes from accountability across every part of the GTM motion."

First, a shared language. Velixo signed with Vasco in December. Marketing, sales and the channel team used the Vasco and Winning by Design bowtie model to agree on every stage: what counts as a VM1, a VM2 and a VM3, and how a record moves between them. Velixo's head of sales already worked with SPICED, so agreement came fast. The teams mapped the buyer journey from problem-unaware to solution selection. Then they defined the gates a prospect has to pass before sales takes it on.

Then, a fractional RevOps partner. Alec Oghassabian, from Vasco's fractional team, met with Velixo every week. He asked what the team was trying to measure, brought best practices from other companies, and helped untangle years of mixed partner and direct data. Velixo got started without a RevOps hire, then later promoted someone internally to run the function.

"Alec met with us every week and asked the right questions: what are we actually trying to do here? Having an outside expert who knew what best practice looks like made it a much easier sell to the folks around the table. It unblocked a lot for us."

By February, Velixo was reporting on its funnel again. The early numbers weren't perfect, but the team could finally question them and pick them apart. Within about six months, the whole team trusted the data.

Then, finding the real bottleneck. With clean stages in place, the funnel showed where deals were getting stuck: between lead and MQL. Marketing was nurturing hard, but it was missing one key fact. Velixo only works with specific ERPs, and a website visit or scraped job posting rarely shows which ERP a company runs. So Velixo put BDRs on qualifying leads by hand. They confirm the ERP, move good-fit leads forward, and check that open opportunities are still real.

"You can't scan a website and know which ERP a company runs, and if they're not on the right one, the lead is irrelevant to us. Once we could see leads stalling before MQL, we knew we needed humans to go validate and help us prioritize who to go after."

Seeing what actually drives pipeline

Velixo had always put most of its marketing budget into trade shows. For the first time in Mel's career, she could tie real revenue directly to them.

"This is the first time in my career I can attribute real dollars directly to trade shows. The financial sector thrives on events, and they're a big investment. Trade shows aren't just about acquisition; they nurture our partners and customers too. Seeing their role across the whole funnel, not just first touch, is how we validate that spend."

With trustworthy data, Mel could branch out from events into paid media, thought-leadership sponsorships and industry publications. The team tracks each channel against pipeline and sees which ones deserve more money. From any deal in Vasco, the team can click through to the HubSpot record. There they see who was involved and how many touches came before conversion.

"Before I got here, trade shows were the only thing marketing spent on. Now we're testing paid media, thought leadership, industry publications. Some pan out, some don't, but we can see which is which. That tells us where to invest more and where to accelerate."

Velixo now tracks velocity and conversion between every stage. It can break both down by channel, by ERP and by whether a partner was involved.

One funnel, reviewed every week

The GTM team reviews the funnel together every week. Mel checks it almost daily.

"My Vasco email is the first thing I look at in the morning. And as a team, we sit down at least once a week and talk about what's really happening between the steps: where things are stuck, and who's going to move them."

The weekly review changed the conversation. Instead of arguing over whose numbers are right, the team talks about what's happening between stages, where things are stalling, and who acts on it.

Board reporting changed too. Mel keeps the same board template she has used for years. Claude pulls the latest numbers from Vasco through the Vasco MCP, and RevOps and finance give it a final check.

"I've used the same board package for years. Now I put it in Claude, it pulls the numbers from Vasco, and RevOps and finance do a final vetting. That's it. It's mere minutes, where it used to take me hours, sometimes days. And I trust what comes out."

Advice for other GTM leaders

Mel's advice for anyone pushing for a shared GTM data model:

1. Start with the problem. Name the specific data problems your team has, then ask what would fix them.
2. Agree on the language first. Set stage definitions and how records get flagged before you build any reports.
3. Get buy-in from every team lead and the executives. It's a change-management project, and leadership has to see the value behind the number.
4. Expect cleanup to take time. Garbage in, garbage out. Once the data is clean, the insights you can act on come quickly.