B2B Outbound Buyer Personas: Complete Reference Guide

Overview

This document profiles the six primary decision-makers involved in B2B outbound and GTM infrastructure purchases across three market segments.

Segment 1: Growth-Stage SaaS (Series B-D)

• VP Sales / VP Revenue

• Head of Demand Generation

Segment 2: B2B Agencies

• Agency Principal / Founder

• SVP Delivery / VP Operations

Segment 3: Enterprise

• CRO / VP Sales

• VP Sales Development

Each persona includes demographics, psychographics, pain points, buying triggers, objections, and messaging guidance.

How to Use This Guide

For targeting: Use demographic and firmographic data to build prospect lists For messaging: Use pain points and triggers to craft relevant outreach For discovery: Use objections and priorities to prepare for conversations For content: Use information sources and buying behavior to plan marketing

SEGMENT 1: GROWTH-STAGE SAAS (SERIES B-D)

Companies that have achieved product-market fit and are scaling revenue with investor pressure for growth. Typically $5M-$75M ARR, 50-500 employees, with aggressive growth mandates (40%+ YoY).

Persona 1: VP Sales / VP Revenue

Role Overview

The VP Sales at a Series B-D SaaS company owns the number. They're responsible for building and managing the sales team, hitting revenue targets, and scaling the go-to-market motion. At this stage, they're often building processes that didn't exist and professionalizing what was previously founder-led sales.

Alternative Titles:

• VP Revenue

• VP Sales & Marketing (at smaller companies)

• CRO (at Series B, sometimes)

• Head of Sales

Demographics

AttributeProfileExperience10-15 years in B2B salesCareer pathIndividual contributor → Manager → Director → VPPrevious roles2-3 high-growth SaaS companies, at least one successful exit or IPOEducationBachelor's (business, communications) common; MBA less common at this levelCompensation$250-400K OTE (60/40 or 70/30 split)Reports toCEO (Series B-C) or CRO/CEO (Series C-D)Team size10-40 direct + indirect reportsBudget authority$50K-500K without CEO approval

Psychographics

Primary KPIs:

• Revenue attainment (vs. quota)

• Pipeline coverage (3-5x target)

• Sales velocity (pipeline value × win rate ÷ cycle length)

• CAC payback period

• Rep productivity and quota attainment distribution

Daily reality:

• Pipeline reviews and deal inspection

• Forecasting and board prep

• Hiring and interviewing candidates

• 1:1s with direct reports

• Cross-functional meetings (marketing, product, CS)

• Customer/prospect meetings (still carries some deals)

Technology comfort: High. Power user of Salesforce/HubSpot. Evaluates new tools quarterly. Comfortable with data and dashboards.

Information sources:

• Pavilion (Revenue Collective) community

• LinkedIn (follows thought leaders, participates in discussions)

• Peer network (other VP Sales at similar-stage companies)

• Podcasts: Revenue Vitals, Sales Hacker

• Vendors they respect (Gong, Outreach publish good content)

Personality traits:

• Results-oriented and metrics-driven

• Competitive (former top rep in most cases)

• Impatient with fluff—wants data and specifics

• Pragmatic about trade-offs

• Politically savvy (navigates board and exec team)

Pain Points

Pain Point 1: Pipeline math doesn't work Growth mandate is 40%+, but scaling pipeline proportionally means scaling headcount proportionally. Hiring 6 more SDRs costs $900K-1.5M and takes 6 months to ramp. Even then, response rates are declining industry-wide, so more SDRs doesn't mean proportionally more pipeline.

Pain Point 2: SDR turnover is constant 35-50% annual turnover means perpetual recruiting, training, and ramping. By the time an SDR is fully productive (month 6-7), they're already thinking about their next role (AE promotion or new company).

Pain Point 3: Board pressure without proportional resources The board wants 40% growth. They also want efficient CAC. These goals conflict when the only lever is "hire more people." VP Sales is caught between aggressive targets and capital efficiency mandates.

Pain Point 4: Outbound response rates have collapsed What worked 3 years ago (high-volume email) doesn't work now. Prospects are overwhelmed. Generic personalization ("I noticed your company does X") is ignored. The playbook is broken but there's no time to rebuild it.

Pain Point 5: Can't hire fast enough Good SDRs are hard to find. Recruiting takes 6-8 weeks. Training takes 4 weeks. Ramp takes 12-16 weeks. By the time you have a productive team, you're already behind plan.

Buying Triggers

TriggerTimingSignalBoard meeting reveals pipeline gapQ1, Q3Increased urgency, accelerated timelineQuarterly miss or forecast at riskEnd of quarterLooking for quick winsKey SDR departureAny timeImmediate capacity gapNew in role (first 90 days)Any timeMandate to make changes, prove valueSeries C/D fundingPost-closeGrowth mandate + budget availabilityFailed SDR hire(s)Any timeFrustration with traditional approach

Common Objections

"We're going to build this in-house" Translation: I don't see the complexity / I think this is just tools + prompts. Response: Validate the instinct, surface hidden complexity, offer TCO comparison.

"We've tried outbound agencies before" Translation: Got burned by low-quality, high-volume spam. Response: Differentiate signal-based approach, share response rate benchmarks.

"The timing isn't right—we're focused on [other priority]" Translation: Not feeling acute pain yet, or doesn't have bandwidth. Response: Plant seed, stay in touch, look for trigger signals.

"I need to see ROI before committing" Translation: Skeptical based on past experience, needs proof. Response: Offer pilot, share specific customer results with metrics.

Messaging Guidance

What resonates:

• Specific metrics (response rates, cost per meeting, pipeline generated)

• Comparison to their current approach (SDR costs, agency costs)

• Speed to results (21 days vs. 6 months)

• Proof from similar companies (same stage, same segment)

• Acknowledgment of the math problem (growth mandate vs. CAC efficiency)

What doesn't resonate:

• Generic claims ("better outbound," "more pipeline")

• Feature-focused messaging (they care about outcomes)

• Hype language ("revolutionary," "game-changing")

• Long-form content without clear takeaway

Sample messaging: "Series B-D SaaS companies face a math problem: 40% growth mandates require 2-3x more pipeline, but hiring SDRs scales cost linearly while returns diminish. Companies using signal-based outbound are generating 3x more pipeline at 44% lower cost. [Company similar to theirs] deployed in 21 days and is seeing $360 cost-per-meeting vs. $1,800 with their previous SDR team."

Persona 2: Head of Demand Generation

Role Overview

The Head of Demand Gen at a Series B-D SaaS company owns pipeline sourcing across marketing channels. They're responsible for generating the MQLs that feed sales, optimizing the marketing tech stack, and increasingly getting pulled into outbound conversations as the line between marketing and sales development blurs.

Alternative Titles:

• VP Demand Generation

• Director of Demand Gen

• Head of Growth Marketing

• VP Marketing (at smaller companies where one person does everything)

Demographics

AttributeProfileExperience8-12 years in B2B marketingCareer pathCampaign manager → Manager → Director → Head/VPPrevious roles2-3 B2B SaaS companies, mix of startup and scale-upEducationBachelor's (marketing, business, communications)Compensation$180-280K total compReports toCMO or VP Marketing (or CEO at smaller companies)Team size3-10 reports (campaign managers, ops, content)Budget authority$25-100K without CMO approval

Psychographics

Primary KPIs:

• Marketing Qualified Leads (MQLs)

• Marketing-sourced pipeline

• Cost per lead (CPL) by channel

• Lead-to-opportunity conversion rate

• Marketing influence on closed-won

Daily reality:

• Campaign performance analysis

• Agency and vendor management

• Marketing ops and tech stack maintenance

• Cross-functional alignment with sales

• Content and creative review

• Budget management and forecasting

Technology comfort: Very high. Lives in HubSpot/Marketo, Google Analytics, paid media platforms. Power user of spreadsheets and dashboards.

Information sources:

• Demand Gen Report, Refine Labs content

• LinkedIn marketing communities

• Industry webinars and virtual events

• Vendor content (HubSpot, Demandbase, 6sense)

• Peer network of other demand gen leaders

Personality traits:

• Analytical and data-driven

• Skeptical of vendor claims (has been burned before)

• Process-oriented

• Values efficiency and scalability

• Frustrated when sales doesn't follow up on leads

Pain Points

Pain Point 1: Sales doesn't follow up on MQLs Generates leads that sales claims are "unqualified" or "not ready." Constant tension between marketing (we're generating volume) and sales (these leads suck).

Pain Point 2: Attribution is a nightmare Multi-touch B2B journeys make it hard to prove marketing's contribution. Gets credit for awareness but struggles to connect to closed revenue.

Pain Point 3: Inbound is plateauing The obvious inbound plays (paid search, content marketing) have diminishing returns. Competition for keywords is intense. CAC is rising.

Pain Point 4: Pulled into outbound without expertise Sales is asking for help with outbound, but demand gen's expertise is inbound. Getting involved in SDR programs, ABM, and "outbound marketing" without clear ownership or methodology.

Pain Point 5: Pressure to do more with less Budget scrutiny is intense. Every channel needs to prove ROI. Headcount is frozen but targets keep increasing.

Buying Triggers

TriggerTimingSignalInbound channel fatigueAny timeCAC rising, conversion decliningSales-marketing alignment initiativeQ1, Q3New focus on coordinated GTMABM program launchAny timeLooking for outbound execution capabilityNew CMO or VP MarketingFirst 90 daysFresh look at channels and vendorsBudget planning cycleQ4Evaluating new investmentsFailed outbound pilotAny timeLooking for different approach

Common Objections

"Outbound is sales' responsibility" Translation: Don't want to own something I don't understand. Response: Position as infrastructure that serves both teams, not headcount transfer.

"We've tried ABM tools and they didn't work" Translation: Bought Demandbase or 6sense, didn't see pipeline impact. Response: Differentiate execution from intent data; tools without execution = waste.

"I don't have budget for this" Translation: Outbound isn't in my budget line. Response: Position as shared investment with sales, or pilot from existing budget.

Messaging Guidance

What resonates:

• Pipeline attribution and measurement

• Integration with existing tech stack

• Efficiency metrics (cost per meeting, not just cost per lead)

• How it complements inbound (not replaces)

• Process and methodology (they value structure)

What doesn't resonate:

• Pure sales messaging (feels like not-their-problem)

• Claims without data

• Disruption to existing workflows

Sample messaging: "Demand gen leaders at Series B-D SaaS companies are getting pulled into outbound but lack the methodology and infrastructure. Signal-based outbound fills the gap: marketing-quality research depth, sales-ready meeting generation, and full attribution in your CRM. It complements inbound by capturing the 5% who are actively buying—not replacing the brand building that serves the other 95%."

SEGMENT 2: B2B AGENCIES

Marketing, creative, digital, and consulting agencies that either offer outbound services or are considering adding them. Typically $3M-$50M revenue, 20-200 employees, with client pressure for full-funnel capabilities.

Persona 3: Agency Principal / Founder

Role Overview

The Agency Principal owns the business. They're responsible for client relationships, new business development, strategic direction, and profitability. At this stage, they're often still involved in delivery and sales while trying to build systems that don't require their constant attention.

Alternative Titles:

• CEO

• Managing Partner

• Founder

• President

Demographics

AttributeProfileExperience15-25 years in marketing/advertising/consultingCareer pathAgency → Senior role → Founded or acquired agencyPrevious rolesOften started at large agency, built boutiqueEducationBachelor's (marketing, business, communications)Compensation$200-500K+ (salary + profit distribution)Reports toBoard (if PE-backed) or selfTeam size20-200 employeesBudget authorityFull

Psychographics

Primary KPIs:

• Revenue and growth rate

• EBITDA and margins

• Client retention

• New business win rate

• Utilization and billable efficiency

Daily reality:

• Client relationship management (senior accounts)

• New business pitches and proposals

• Team leadership and culture

• Financial management and forecasting

• Strategic planning and partnerships

Technology comfort: Moderate. Delegates tool decisions to ops team. Cares about outcomes, not features.

Information sources:

• Agency peer networks and associations

• Industry publications (AdAge, Digiday, Campaign)

• Conferences (INBOUND, industry-specific events)

• Board or advisory relationships

• LinkedIn thought leadership

Personality traits:

• Entrepreneurial and opportunistic

• Relationship-driven (business is built on relationships)

• Protective of team and culture

• Risk-aware (margins are tight, mistakes are costly)

• Ego involvement (agency is their identity)

Pain Points

Pain Point 1: Clients want more than we offer RFPs increasingly require full-funnel capabilities. When clients ask for outbound and you can't deliver, you either lose the deal or refer to someone who becomes a competitor for the whole relationship.

Pain Point 2: Can't scale delivery profitably Services scale with headcount. Headcount is expensive, slow to hire, and turns over. Margins compress as the agency grows.

Pain Point 3: Competing with in-house teams Clients are building in-house capabilities. The "agency of record" model is dying. Need to offer something clients can't easily build themselves.

Pain Point 4: Commoditization pressure Every agency claims to do digital marketing. Differentiation is hard. Pricing pressure is constant.

Pain Point 5: Key person dependency A few senior people carry most of the client relationships and knowledge. If they leave, clients follow.

Buying Triggers

TriggerTimingSignalLost RFP citing capability gapAny timeImmediate pain, looking for solutionMajor client asks for outboundAny timeRevenue opportunity, relationship riskCompetitor positioning threatAny timeCompetitive pressurePE acquisition or investmentPost-closeGrowth mandate, need new servicesStrategic planning cycleQ4, Q1Evaluating expansion areas

Common Objections

"We want to build this capability in-house" Translation: White-label doesn't feel like "ours." Response: Validate long-term vision, position as bridge while building; highlight time and cost to build.

"How do we position this to clients?" Translation: Worried about transparency/disclosure. Response: Provide positioning guidance; most agencies don't disclose all vendor relationships.

"Our margins are already tight" Translation: Can't absorb another cost center. Response: Model as pass-through with markup; show how it enables revenue they can't capture today.

Messaging Guidance

What resonates:

• Revenue enablement (capture deals you're losing today)

• Competitive positioning (full-funnel vs. point solution)

• Margin protection (pass-through pricing, not cost center)

• Speed (offer to clients in weeks, not months)

• Relationship protection (keep clients from going to specialists)

What doesn't resonate:

• Technical complexity (they'll delegate implementation)

• Long-term ROI projections (want near-term revenue)

• Anything that sounds like "you're not good enough"

Sample messaging: "Every RFP now includes outbound. When you can't deliver, you either lose the deal or refer it to someone who'll eventually compete for your core services. White-label outbound infrastructure lets you say yes to full-funnel requests in weeks, not months—without building an SDR team you can't staff."

Persona 4: SVP Delivery / VP Operations

Role Overview

The SVP Delivery owns client fulfillment. They're responsible for ensuring work gets done on time, on budget, and at quality standards. They manage delivery teams, processes, and often vendor relationships. They feel the pain of scaling challenges directly.

Alternative Titles:

• VP Operations

• VP Client Services

• Head of Delivery

• COO (at smaller agencies)

Demographics

AttributeProfileExperience10-18 years in agency operationsCareer pathAccount manager → Director → VPPrevious roles2-4 agencies, progressively seniorEducationBachelor's (business, communications)Compensation$150-250KReports toCEO / PrincipalTeam size15-100 reports (delivery staff)Budget authority$10-50K without CEO approval

Psychographics

Primary KPIs:

• Client satisfaction scores

• On-time delivery rate

• Utilization and efficiency

• Team retention

• Quality metrics (error rates, rework)

Daily reality:

• Resource allocation and staffing

• Client escalation handling

• Process improvement

• Vendor and contractor management

• Hiring and team development

Technology comfort: Moderate-high. Uses project management tools (Monday, Asana, Workfront), familiar with marketing tech through osmosis.

Personality traits:

• Detail-oriented and process-driven

• Problem-solver (constantly firefighting)

• Empathetic to team challenges

• Pragmatic about constraints

• Protective of quality standards

Pain Points

Pain Point 1: Can't hire fast enough Client demand exceeds delivery capacity. Hiring takes months. By the time someone's ramped, another person has left.

Pain Point 2: Quality is inconsistent Some team members produce excellent work; others struggle. Client experience varies based on who's assigned.

Pain Point 3: SDR turnover specifically is brutal If the agency offers outbound, SDR roles turn over faster than any other position. 18-24 month average tenure means perpetual recruiting and training.

Pain Point 4: Scope creep and client expectations Clients expect more than scoped. Team burns out trying to meet expectations. Margins erode.

Pain Point 5: Vendor management overhead Multiple vendors and contractors to manage. Quality and communication vary. Coordination is time-consuming.

Buying Triggers

TriggerTimingSignalKey team member departureAny timeImmediate capacity gapClient escalation or churnAny timeQuality/delivery failureHiring freeze with maintained targetsAny timeNeed capacity without headcountNew outbound client wonAny timeNeed delivery capabilityUtilization crisis (too high or too low)Any timeCapacity imbalance

Messaging Guidance

What resonates:

• Consistent quality (no variability based on who's assigned)

• Scalability without hiring (capacity on demand)

• Reduced management burden (managed service, not another vendor to babysit)

• SLAs and accountability

• Speed to deploy

Sample messaging: "Delivery leaders at agencies face an impossible equation: client demand exceeds capacity, hiring takes months, and SDRs turn over before they're fully productive. Infrastructure-based delivery provides consistent capacity without headcount scaling—and the quality doesn't depend on who's having a good day."

SEGMENT 3: ENTERPRISE

Large organizations ($100M+ revenue, 500+ employees) with established sales development functions, complex procurement processes, and significant budget but slow decision-making.

Persona 5: CRO / VP Sales (Enterprise)

Role Overview

The CRO at an enterprise company owns the full revenue function—often including sales, sales development, and sometimes marketing and customer success. They're responsible for strategy, alignment across functions, and hitting aggressive targets set by the board.

Alternative Titles:

• Chief Revenue Officer

• Chief Commercial Officer

• EVP Sales

• President, Revenue

Demographics

AttributeProfileExperience18-25 years in B2B sales leadershipCareer pathRep → Manager → Director → VP → CROPrevious rolesMultiple enterprise companies, at least one successful outcomeEducationBachelor's; MBA common at this levelCompensation$400K-800K+ (base + bonus + equity)Reports toCEOTeam size100-500+ across functionsBudget authority$500K+ with board visibility on major investments

Psychographics

Primary KPIs:

• Total revenue and growth rate

• Net Revenue Retention (NRR)

• Customer Acquisition Cost (CAC) and efficiency

• Win rates and competitive performance

• Forecast accuracy

Daily reality:

• Board preparation and investor relations

• Cross-functional leadership team meetings

• Strategic planning and resource allocation

• Key deal involvement (enterprise accounts)

• Org design and talent decisions

Information sources:

• Board relationships and advisors

• Executive peer networks (YPO, private groups)

• Industry analysts (Gartner, Forrester)

• High-end conferences and executive events

Personality traits:

• Strategic thinker (big picture)

• Politically sophisticated (navigates board and exec team)

• Data-driven but pattern-matching (experience matters)

• Risk-aware (career is tied to results)

• Delegates heavily (doesn't get into weeds)

Pain Points

Pain Point 1: Early engagement problem Buyers are 70% through their journey before engaging sales. Competitors who reach buyers earlier shape requirements and build relationships. Enterprise deals are won or lost before sales knows they exist.

Pain Point 2: Cost scrutiny on GTM Board and CFO are examining CAC and GTM efficiency. Large SDR teams are expensive. Pressure to do more with less while still hitting aggressive targets.

Pain Point 3: Complexity of coordinating large teams Hundreds of people across sales, SDR, marketing, CS. Alignment is constant work. Initiatives take quarters to implement.

Pain Point 4: Competitive pressure from disruptors Smaller, more agile competitors reach buyers faster, respond quicker, and often win on timing rather than product. Enterprise incumbent advantage is eroding.

Buying Triggers

TriggerTimingSignalStrategic deal loss analysisPost-lossLooking for early engagement solutionsBoard efficiency mandatePost-boardPressure on GTM costsCompetitive threat escalationAny timeLosing to faster competitorsNew CRO (first 180 days)Any timeFresh perspective, mandate for changeAnnual planning cycleQ4Evaluating new investments

Messaging Guidance

What resonates:

• Strategic impact (early engagement, competitive positioning)

• Enterprise proof points (similar-sized companies)

• Board-level metrics (CAC efficiency, win rate improvement)

• Low disruption (fits existing infrastructure)

• Executive credibility (who else has signed off)

What doesn't resonate:

• Tactical details (they'll delegate evaluation)

• Small company examples (not relevant to their scale)

• Anything that sounds like "your team isn't good enough"

Sample messaging: "Enterprise sales cycles start 147 days before your team engages. By then, preferences are set and shortlists are formed. Companies reaching buyers during the early research phase shape requirements and build relationships. Signal-based outbound identifies buying intent 60-90 days earlier than traditional methods—turning late-stage competition into early-stage relationship building."

Persona 6: VP Sales Development (Enterprise)

Role Overview

The VP Sales Development runs the SDR/BDR organization—often 20-100+ reps generating pipeline for the sales team. They're responsible for hiring, training, managing, and optimizing a high-turnover, high-volume function.

Alternative Titles:

• VP Business Development

• VP Inside Sales

• Head of Sales Development

• Senior Director, SDR

Demographics

AttributeProfileExperience10-15 years in sales development leadershipCareer pathSDR → Manager → Director → VPPrevious roles2-4 companies with SDR leadership rolesEducationBachelor's (business, communications)Compensation$200-350K OTEReports toCRO, VP Sales, or CMOTeam size20-100+ SDRsBudget authority$50-200K without CRO approval

Psychographics

Primary KPIs:

• Meetings/opportunities generated

• Pipeline sourced ($ value)

• Cost per meeting / cost per opportunity

• SDR ramp time and productivity

• SDR retention and promotion rates

Daily reality:

• Pipeline and activity reviews

• 1:1s with managers

• Hiring and interviewing (constant)

• Training and enablement

• Process optimization

• Cross-functional alignment with AEs and marketing

Personality traits:

• High energy (managing young, high-turnover team)

• Metrics-obsessed (manages by numbers)

• Recruiter mindset (always hiring)

• Coach and developer (builds careers)

• Frustrated by turnover (their best people always leave or get promoted)

Pain Points

Pain Point 1: Turnover is overwhelming 40-50% annual turnover in a 50-person team means 20-25 departures per year—nearly one every two weeks. Recruiting and training is a treadmill that never stops.

Pain Point 2: Ramp time kills productivity 5-7 months to full productivity means half the team is always ramping. Pipeline is volatile as productive reps leave and new reps ramp.

Pain Point 3: Response rates keep declining The playbook that worked 3 years ago doesn't work now. Team follows the process but results decline. Pressure to find new approaches.

Pain Point 4: Management overhead is intense Each SDR needs coaching, 1:1s, performance management. Managing 50 reps through managers means managing managers. Layered complexity.

Pain Point 5: Caught between cost and growth CRO wants more pipeline. CFO wants lower cost per meeting. Both are true. The math doesn't work without something changing.

Buying Triggers

TriggerTimingSignalTurnover spikeAny timeMultiple departures in short periodTop performer departureAny timeLoses disproportionate pipelineEfficiency mandate from CRO/CFOQ4, Q1Pressure on cost metricsNew VP Sales Dev (first 90 days)Any timeFresh perspective, mandateFailed hiring roundAny timeCan't find quality candidatesResponse rate collapseAny timeMethodology isn't working

Messaging Guidance

What resonates:

• Turnover solution (consistent pipeline without headcount dependency)

• Cost per meeting improvement (specific numbers)

• Response rate benchmarks (proof the methodology works)

• Augmentation, not replacement (less threatening)

• Quality improvement (better meetings, not just more)

What doesn't resonate:

• "Replace your SDR team" (threatens their function)

• Abstract efficiency claims (they want specific metrics)

• Consumer-grade tools (they're sophisticated operators)

Sample messaging: "Your 50-person SDR team loses 20 reps per year. Each departure costs $40K in recruiting, training, and productivity loss—$800K annually just to maintain capacity. Signal-based outbound infrastructure provides consistent pipeline generation without the headcount treadmill. Your remaining SDRs focus on high-value conversations instead of repetitive outreach."

Persona Prioritization Matrix

PersonaPain SeverityDecision SpeedBudget AuthorityAccessibilityOverall PriorityVP Sales (SaaS)9/10Fast (6-8 weeks)HighHighTier 1Head of Demand Gen7/10Medium (8-10 weeks)MediumHighTier 1Agency Principal8/10Fast (3-4 weeks)FullMediumTier 2SVP Delivery (Agency)8/10Medium (4-6 weeks)MediumMediumTier 2CRO (Enterprise)7/10Slow (12-16 weeks)HighLowTier 3VP Sales Dev (Enterprise)8/10Slow (10-14 weeks)MediumMediumTier 3

Tier 1: Primary targets for outbound. High pain, accessible, budget authority, reasonable timeline. Tier 2: Strong secondary targets. High pain, good fit, but slightly different motion (agency partnership model). Tier 3: Valuable but long-cycle. Worth pursuing but requires patience and enterprise sales motion.

Related Concepts

• Pain-Qualified Segments — Complementary framework for targeting

• Signal-Based Outbound — Methodology for reaching these personas

• The 95-5 Rule — Why timing matters for all personas

• Outbound Benchmarks — Performance data by segment

About This Resource

This page is maintained by Arrow GTM and updated quarterly. Persona definitions are derived from Arrow GTM customer research, sales conversations, and deployment data across 50+ mid-market B2B companies.

Last Updated: February 2026

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