This is the first of a two part series on Pipeline Stewardship, a checklist and framework. Part 1 defines the pipeline and why it is needed. Part 2 dives into the definition and what good looks like from a checklist and framework perspective.
In today’s complex go-to-market environment, the most successful organizations are those where Marketing and Sales teams are aligned not just in messaging but in measurable outcomes. Nowhere is this alignment more critical than in pipeline stewardship. There’s increasing momentum behind the idea that the CMO should be the steward of the pipeline based on our experience and there are practical reasons why this is the case.
What is pipeline stewardship?
Pipeline stewardship is the strategic, cross-functional ownership and proactive management of all activities, insights, and processes that generate, qualify, nurture, and advance sales opportunities from first contact through close. It means assuming responsibility for pipeline quality, quantity, health, and revenue impact 2 or more quarters out (vs. ‘in quarter’ measurement). A true steward ensures that the right opportunities are entering the funnel, are moving efficiently at every stage, and that both Marketing and Sales are collaborating to turn signals into revenue.
Why Should the CMO steward the pipeline?
Pipeline is oxygen. The pipeline is more than just a flow of leads or accounts- it’s the DNA of future revenue, evidence of demand, and the indicator of market fit. If Marketing sits apart from pipeline health, the business risks finger-pointing and inefficiency. Your peers and experts have found that pipeline effectiveness surges when stewardship sits with a CMO who treats it not as a cost center but as a long-term investment, applying the mindset of an investor as well as a navigator, statistician, and ecologist.
Marketing is critical. In a world where outbound is increasingly more challenging due to phone screening technology, Marketing uniquely touches every part of pipeline creation: market positioning, demand generation, brand, messaging, segmentation, channel mix, and digital. CMOs who take responsibility for pipeline health position themselves as true business leaders; ultimately Marketing is responsible for building trust with Sales, Finance, the Board, and beyond.
Unified metrics. With the CMO as pipeline steward, organizations unify around benchmarks that matter (pipeline contribution, conversion rates, payback period, customer activation, and ICP fit), driving operational efficiency and focusing everyone on what the Board cares about—revenue
The objective is higher trust, sharper targeting, better conversion, and revenue that meets or exceeds plan. It requires new skills and a willingness to share accountability, but it’s the fastest route to truly owning the growth agenda. In our experiences, the CMO is the best positioned to take that role on.