Roadmap

10/16/2026

A B2B homepage has a short window to answer four questions for a first-time visitor:

◆ Who are you?
◆ What do you do?
◆ Why should they care?
◆ What should they do next?

Shayne Serediuk, Roadmap's Director of Technology, puts that window at five seconds, and possibly closer to three.

His advice is to strip out marketing jargon and extra wording, so those answers come through clearly in the time a buyer gives you.

Specific language also helps buyers decide whether they're a fit.

A company that only serves a certain territory should say so plainly on its homepage, so the right customers know right away they're in the right place.

Shayne joins Steve Whittington on the next episode of Driving Growth to talk about the fixes that make a B2B website convert, from homepage clarity to connecting every form to your customer relationship management (CRM) system.

The episode releases October 21.

Find Driving Growth here: https://hubs.li/Q04zQWjH0

10/09/2026

When a dealer's rep has nothing to work with but price, price is what they'll sell.

In this episode of the Driving Growth podcast, Steve Whittington explains why dealers with only a feature sell sheet default to whatever is easiest to sell, and how manufacturers can give them a stronger case through the end-customer offer.

One of the levers he highlights is the total cost of ownership.

If lower maintenance is a competitive advantage, it belongs in the pitch the dealer uses, so the rep can show buyers the savings from fewer service intervals and less downtime.

Dealers sell the value of a product when the manufacturer hands them the argument and the proof points to repeat it with confidence.

Listen now: https://hubs.li/Q04yH8gg0

10/08/2026

Do you know which of the leads you send your dealers turn into sales?

In this episode of the Driving Growth podcast, Steve Whittington describes a sell-through approach where the manufacturer qualifies leads, routes them directly to reps at dealer locations, and closes the loop to see which ones are closing.

With that loop in place, the manufacturer can see which leads are quality leads, and the dealer gets support moving the inventory on their lot.

For manufacturers selling through dealers, it turns sell-through support into something they can measure.

It's part of the stocking offer Steve builds in this episode, along with co-op marketing support and sales training for dealer floor staff.

Listen now: https://hubs.li/Q04yH7QT0

10/07/2026

Adding dealers is one-third of a channel growth strategy.

Growth through a dealer channel happens at two handoffs: from the manufacturer to the dealer, and from the dealer to the end customer.

As Steve Whittington puts it in this episode of the Driving Growth podcast, every handoff either converts or it leaks.

Roadmap works with many manufacturers who see channel growth as a recruiting problem. Signing more dealers covers the first offer. Keeping those dealers stocked and giving end customers a reason to choose the product takes two more.

When those offers are missing, manufacturers tend to see the same results:

📉 Dealers either skip stocking the product or carry the bare minimum.

🗣️ Dealer sales reps have nothing compelling to push to the end customer.

💲 Price negotiations come up at every level of the channel.

In this episode, Steve builds all three offers and connects each one to the handoff it supports.

Listen now: https://hubs.li/Q04yH7Fz0

10/02/2026

Every dealer you signed without an offer is a name on a list.

Roadmap works with manufacturers whose main go-to-market motion is selling through dealers. The product is usually well developed, while very little work has gone into reducing the friction that keeps more dealers from joining the network and committing to it.

On October 7, Steve Whittington lays out the three offers that remove that friction at each stage of the channel on the Driving Growth podcast.

Subscribe wherever you get your podcasts so you catch it the day it drops: https://hubs.li/Q04yH6Qc0

09/30/2026

In This Month's Roundup from Roadmap:

Your Revenue Target Needs a Budget Behind It
Every revenue target comes with a price tag. Steve lays out four steps to build a Go-To-Market budget from the target up, including how to calculate the cost of growth and customer acquisition cost before committing the money.

Roadmap at the LinkWell Golf Socials
The Roadmap team joined LinkWell on the course in Winnipeg and Edmonton this September. LinkWell builds each foursome on purpose through Co-Active Networking, pairing people and businesses that should know each other.

New Podcast Episodes
→ 6 Numbers Every B2B Revenue Leader Must Model (Part 2)
Steve shows how to build a revenue bridge from last year's number to an engineered plan the team can execute.

→ Fixing the Sales and Marketing Silos with Mel Animalla
Mel Animalla shares how he rewired HeatMaster's marketing function into a co-owner of the revenue plan, with a scorecard tied to pipeline.

📩 Read the full newsletter for a closer look at what your revenue target will cost and how LinkWell connects businesses on the course.

🔗 https://hubs.li/Q04yBMQy0

09/29/2026

Hopecasting is not a word, and it should be.

It describes a revenue target a company hopes it will hit, written down as though someone proved it.

Mel Animalla, marketing manager at HeatMaster, spent three years making sure his numbers could be proved. A new article from Steve Whittington covers what he changed and what it took to get marketing a seat at the revenue table.

Check it out: https://hubs.li/Q04yBKMv0

09/25/2026

Where Would You Put the Next $60,000?

Another sales hire?

More trade shows?

Better systems to help your existing team convert more opportunities?

The answer depends on what’s constraining your Go-To-Market motions and what each investment could produce.

Steve Whittington explores this decision in his latest article and shares four steps to turn a revenue forecast into a Go-To-Market budget you can justify.

Know what the investment needs to produce before you commit the money.

Read Steve’s article: From Forecast to Budget: How to Build a Go-To-Market Budget in Four Steps. https://hubs.li/Q04ylHF30

Turn your revenue forecast into a Go-To-Market budget in four steps. Model your motions, identify constraints, and calculate what growth will cost.

09/21/2026

A scorecard turns a missed number into a specific question with a specific owner.

The reason it works is that every target on it came out of the model. Your account goal produced your quarterly win requirement. Your win rate produced your pipeline requirement. Your conversion rate produced your lead requirement. So when a line comes in short, you already know what it feeds and what has to change upstream.

That is what makes the numbers usable for a business development team. Nobody on that team works in expansion rates or acquisition ratios. They work in leads, opportunities, and closed accounts, on a monthly cadence, against thresholds everyone watched get built.

Green means the line is on pace. Yellow means risk is developing. Red means you are going to miss unless something changes now.

Two things follow from running it this way:

◆ You find problems while the quarter can still be saved rather than after it closes
◆ You debug the model instead of debating the team, because the shortfall points at a stage rather than a person

Steve Whittington closes out the two-part series on our podcast, Driving Growth, with how the six components come together into a scorecard. Part two is live now:
https://hubs.li/Q04wZRhR0

09/18/2026

A marketing scorecard tells you what a company holds marketing accountable for.

At most B2B manufacturers, that scorecard tracks activity: leads generated, cost to generate them. At HeatMaster, that was true too, until the leads coming in stopped matching the revenue going out, and both marketing and the CEO started asking why.

The result was a rebuilt scorecard, now tied to:

◆ Lead quality
◆ Leads sent to the dealer network
◆ Touch points required to qualify a lead

Marketing also moved from receiving a revenue target to helping set one, working backwards from the number alongside the CEO and sales manager.

This is what Steve Whittington means when he talks about fixing the structure between sales and marketing: a scorecard that ties one function's work to the other's outcome.

Steve's full conversation with Mel Animalla, Marketing Manager at HeatMaster, "Fixing the Sales and Marketing Silos," is live now on Driving Growth: https://hubs.li/Q04xCqf50