As Chief Growth Officer at ImageX, Brent guides the company’s growth strategy, partnerships, and market direction for a globally distributed digital experience agency serving enterprise clients across sectors. His team works with organizations such as Apple, Stanford, and Adidas, delivering meaningful digital experiences with Drupal and open-source technology.

Brent’s work sits at the intersection of strategy, brand, sales architecture, partnerships, and execution. He is particularly interested in helping companies clarify where they can win, build repeatable go-to-market systems, and create long-term enterprise value rather than short-term activity. Connect with Brett at https://www.linkedin.com/in/brentwilker/

1. About ImageX

Founded in 2001, ImageX is a global leader of technology & web services. We help leading brands architect complex technical solutions and create meaningful digital experiences through user experience, content strategy, stunning visual design and ongoing digital strategy.

2. What is the remit and role of the chief revenue/growth officer in your organization?

At ImageX, the CGO role is the connective tissue between organizational strategy, market focus, revenue execution, and organizational accountability. In a complex services business, growth is not simply about generating more leads, but also about deciding where we have the right to win, aligning the organization around those opportunities, and making sure we have the systems, people, proof, and operating rhythm to convert them profitably.

So the DNA of the growth role spans market positioning, sales strategy, pipeline quality, partner development, forecasting, qualification discipline, proposal strategy, and the feedback loop between sales, marketing, delivery, and account management. The role is designed to build repeatable go-to-market systems, and create long-term enterprise value rather than short-term activity.

3. What data-driven insights and analytics are essential to formulating successful and sustainable growth strategies and agendas?

The key is understanding that not all pipeline is equal. A warm partner referral, an inbound consultation, an existing-client opportunity, and a cold RFP may all show up as pipeline, but they have very different economics, close rates, timelines, and effort requirements.

For us, that means looking beyond top-line lead volume and focusing on the full path from market signal to closed revenue. We look at lead source quality, MQL-to-SQO conversion, SQO-to-close conversion, win rate by channel, average deal size, sales cycle length, proposal effort, account versus net-new mix, and forecast accuracy.

I also think qualitative insight matters just as much as quantitative reporting. Win/loss feedback, buyer objections, RFP language, partner conversations, client health, and delivery feedback all help us understand where the market is moving and where our positioning or offer needs to evolve.

4. Which functional leaders and teams need to align and combine in formulating, executing and being accountable for growth plans and deliverables?

A true growth strategy doesn’t sit inside one department and takes an organizational philosophy to succeed. Sales may own the commercial conversation, but growth depends on alignment across leadership, marketing, business development, partnerships, account management, delivery, finance, and operations.

For us, that means growth is both a strategy and an operating rhythm. We need regular feedback loops between the market, the sales process, delivery realities, and client outcomes.

5. What technologies and process innovations have the most potential for impacting growth in your organization?

For us, AI and automation have real potential across market intelligence, account research, proposal support, CRM hygiene, content development, partner research, win/loss analysis, and account growth planning. But I do not think the value comes from simply adding tools. The value comes from redesigning workflows so our teams can spend less time on administrative work and more time on judgment, strategy, relationships, and high-quality client conversations.

The process innovation I am most interested in is creating a tighter feedback loop between market signals and revenue action. What are we hearing in sales calls? What themes are showing up in RFPs? What objections are buyers raising? What are partners seeing in the market? What are clients asking for after launch? Those signals should quickly inform our positioning, content, qualification criteria, proposal strategy, and service offerings.