Jeremy Schwartz Joins Forrester as Principal Analyst to Spearhead Demand and ABM Transformation Strategies

The B2B marketing landscape is undergoing a fundamental structural shift, moving away from fragmented, lead-centric methodologies toward unified, buying-group-oriented frameworks. In response to these market pressures, Forrester Research announced this week the appointment of Jeremy Schwartz as a Principal Analyst focusing on demand generation and account-based marketing (ABM). This strategic hire underscores Forrester’s commitment to addressing the persistent misalignment between marketing, sales, and revenue operations that continues to plague global enterprises.

Two Decades of Go-To-Market Evolution

Schwartz joins the research firm with a professional tenure spanning more than 25 years. His career trajectory has encompassed the full spectrum of the modern commercial organization, including agency environments, high-growth startups, and large-scale global enterprises. Throughout this period, he has held key leadership roles in demand generation, marketing operations, digital transformation, and revenue marketing.

The appointment comes at a critical juncture for B2B enterprises. Data from recent industry studies suggests that the complexity of the average B2B buying cycle has increased significantly over the past decade. According to various market benchmarks, the typical B2B buying committee now includes between six and ten decision-makers, each with their own set of requirements, pain points, and evaluation criteria. Despite this, many legacy organizations continue to operate under a "lead-centric" model, measuring performance based on individual interactions rather than the collective progression of a buying group.

The Shift Toward Buying Group Strategies

The core of Schwartz’s research agenda at Forrester will focus on the transition from traditional lead-based metrics to buying-group strategies. For many years, marketing organizations prioritized quantity over quality, often flooding sales funnels with individual leads that lacked context regarding the broader account strategy. This approach frequently resulted in friction between sales and marketing teams, as the "lead" was often not the actual decision-maker, nor did the lead possess the authority to sign off on complex enterprise contracts.

By shifting the focus to buying groups, organizations can connect engagement data, intent signals, and account-level strategies into a cohesive view of opportunity creation. This methodology, often referred to as "revenue process transformation," seeks to align disparate functions—marketing, sales, customer success, and operations—around a singular, unified understanding of how customers evaluate, procure, and implement solutions.

The Sports Metaphor: A Case for Operational Alignment

In his analysis of organizational dynamics, Schwartz frequently draws a parallel between high-performance go-to-market teams and championship-level professional sports organizations. Just as a baseball team cannot rely on a single home-run hitter to win a series, a business cannot expect sustainable revenue growth from a single, isolated marketing campaign or a high-performing sales individual.

The structural weakness in many firms stems from "siloed excellence." When departments operate independently—marketing with its own stack of technology, sales with its own CRM workflows, and customer success with its own set of engagement tools—the organization fails to capitalize on the compounding momentum that occurs when those functions are fully integrated. The objective of Schwartz’s research will be to provide frameworks that dismantle these silos, ensuring that each function plays a specialized role within a broader, shared game plan.

Addressing the Data and Technology Gap

A significant portion of the modern B2B struggle is technical in nature. The explosion of the "MarTech" stack—now encompassing thousands of software tools—has ironically made it more difficult for organizations to gain a "single source of truth." As part of his new mandate, Schwartz will assist Forrester clients in navigating the intersection of technology and process.

The research will address several pressing questions currently facing CMOs and CROs:

• How can organizations effectively map buying group interactions to account-level intent?
• What are the most effective ways to integrate sales and marketing operations to ensure consistent data hygiene?
• How should organizations recalibrate their attribution models to account for the influence of multiple stakeholders rather than just the final sign-off?
• In what ways can customer success data be integrated into the top-of-funnel strategy to improve retention and expansion?

Broader Industry Implications

The appointment of an analyst with deep operational experience suggests a pivot in how advisory firms are supporting their clients. Historically, research firms provided high-level strategic guidance that often lacked the granular detail required for immediate implementation. The shift toward "practitioner-analysts"—individuals who have directly managed the transformations they now advise on—is a trend seen across the industry, reflecting a client base that demands actionable, evidence-based blueprints rather than theoretical frameworks.

This transition is reflective of the broader "Revenue Engine" movement in B2B. As organizations face increased scrutiny from shareholders and boards regarding customer acquisition costs (CAC) and lifetime value (LTV), the ability to demonstrate a clear line of sight between marketing investment and revenue outcomes has become a mandate for survival. Forrester’s investment in this research area highlights the industry’s consensus that the "siloed" era of marketing is effectively over.

Looking Ahead: The Future of B2B Growth

As Schwartz integrates into his role at Forrester, his focus will remain on the study of operational outcomes. By analyzing the "game film" of successful B2B organizations—examining the specific plays, technologies, and team configurations that lead to consistent growth—he aims to codify best practices that can be replicated across diverse industries.

For many, the transition to a buying-group-centric model is daunting. It requires a fundamental shift in corporate culture, incentive structures, and reporting cadences. However, the potential gains are substantial. Organizations that successfully align their revenue functions typically experience shorter sales cycles, higher average contract values, and increased win rates.

Connecting with the Research Community

For those navigating these shifts, the availability of clear, research-backed guidance is essential. Schwartz’s work will be distributed through Forrester’s established channels, including formal research reports, inquiries, and events. His focus on "customer obsession" and operational excellence aligns with the core philosophy of the firm, which emphasizes that long-term sustainable growth is the byproduct of internal alignment and a relentless focus on the customer’s buying journey.

Practitioners looking to stay informed on the evolution of demand generation and ABM are encouraged to follow the ongoing research at Forrester. As the B2B sector continues to evolve, the distinction between those who successfully implement a unified go-to-market strategy and those who remain stuck in traditional, isolated tactics will likely become the primary differentiator in the marketplace.

The appointment of Jeremy Schwartz serves as a reminder that even as technology advances, the fundamental challenge of business—coordinating human effort toward a shared objective—remains the most critical factor for success. As he begins his tenure, the emphasis will be on practical, scalable solutions for leaders who are ready to move beyond the home-run-hitting mentality and build a championship-caliber revenue organization.