Industry Veteran Jeremy Schwartz Joins Forrester as Principal Analyst to Spearhead B2B Demand and ABM Evolution

CAMBRIDGE, Mass. — In a significant move that underscores the ongoing evolution of business-to-business (B2B) go-to-market strategies, global research and advisory firm Forrester has announced the appointment of Jeremy Schwartz as principal analyst serving demand and account-based marketing (ABM) leaders.

Bringing more than 25 years of extensive industry experience spanning agencies, high-growth startups, and global enterprise organizations, Schwartz steps into his new role at a critical inflection point for the B2B sector. His appointment signals Forrester’s continued commitment to guiding organizations through complex revenue transformations, moving away from isolated tactical execution toward cohesive, buying-group-centric growth models.

Main Facts: A New Chapter for Forrester’s Demand and ABM Practice

Schwartz’s arrival at Forrester places a seasoned practitioner at the helm of research initiatives focused on modernizing demand generation and account-based marketing. Throughout a career defined by leadership roles in demand generation, marketing operations, digital marketing, revenue marketing, and go-to-market (GTM) transformation, Schwartz has maintained a singular focus: dismantling organizational silos.

The core mandate of his new role includes:

• Expanding Research Portfolios: Developing actionable frameworks at the intersection of demand generation, account-based marketing, buying groups, and revenue process transformation.
• Guiding Enterprise Leaders: Helping B2B organizations align marketing, sales, customer success, data, and technology around authentic buyer behaviors.
• Bridging Theory and Execution: Equipping Forrester clients with the insights needed to transition from legacy, lead-centric metrics to sophisticated buying-group measurement models.

"Throughout my career, I’ve benefited from Forrester research, frameworks, events, and analyst guidance," Schwartz noted. "More importantly, I’ve seen how Forrester helps organizations bring different stakeholders together to solve complex problems. The firm’s work has long recognized that sustainable growth comes from alignment, operational excellence, and customer obsession rather than isolated tactics."

Chronology: A 25-Year Evolution Toward Buying Group Alignment

To understand the weight of Schwartz’s appointment, it is necessary to examine the chronological evolution of B2B marketing over the past quarter-century—a trajectory that Schwartz has lived firsthand.

Phase One: The Rise of Digital and Lead Generation (Late 1990s–2010s)

In the early days of digital marketing, the industry was captivated by the promise of the internet, email campaigns, and marketing automation platforms. The prevailing methodology was inherently individualistic: capture a lead, score the lead, and hand it off to sales. Roles were heavily compartmentalized. Marketing generated top-of-funnel volume, sales closed deals independently, and customer success managed onboarding after the fact.

During this era, Schwartz worked across agencies and early-stage startups, navigating the foundational shifts of digital transformation. Yet, even as technologies advanced, the core friction point remained consistent: internal departments operated on misaligned metrics. Marketing celebrated lead volume, while sales lamented lead quality.

Phase Two: The Shift Toward Revenue Marketing and Operations (2010s–2020)

As enterprise organizations matured, the demand for accountability grew. The discipline expanded into revenue marketing and marketing operations. Leaders realized that digital exhaust—web traffic, content downloads, and email engagement—needed to be tied directly to pipeline contribution.

Schwartz held various leadership roles driving this integration, helping organizations connect marketing activities to revenue outcomes. However, a glaring disconnect persisted. While operations data improved, companies were still largely measuring success one lead at a time, failing to capture the reality of how enterprise purchasing decisions actually occurred.

Phase Three: The Buying Group and ABM Revolution (2020–Present)

In recent years, the B2B buying committee has grown exponentially more complex. Modern enterprise purchases rarely involve a single decision-maker; instead, they are driven by buying groups comprising multiple stakeholders across finance, operations, IT, and executive leadership, each with distinct priorities and risk tolerances.

Recognizing this reality, progressive organizations began embracing account-based marketing and buying group strategies. Over the past several years, Schwartz’s work focused intensely on this transformation. By connecting buying signals, engagement data, account strategies, and sales motions, he helped global organizations forge a comprehensive view of opportunity creation. The resulting transformations yielded not just superficial marketing metrics, but stronger pipeline velocity, tighter cross-functional collaboration, and deep visibility into complex buyer behavior.

Supporting Data and Industry Context: The Case for GTM Alignment

Schwartz’s transition to analyst and advisor arrives against a backdrop of sweeping transformation within the B2B landscape. Industry data consistently highlights the urgent need for structural alignment across revenue-generating teams.

According to various B2B benchmark studies:

• The Multi-Stakeholder Reality: Complex B2B enterprise purchases typically involve between six to ten decision-makers, each utilizing independent research streams before ever engaging a sales representative.
• The Cost of Misalignment: Organizations with tightly aligned marketing and sales functions experience significantly higher revenue growth and customer retention rates compared to their siloed counterparts.
• The Measurement Gap: A large percentage of B2B enterprises still struggle to accurately attribute pipeline value to buying-group engagement rather than single-lead conversions, leading to misallocated marketing budgets and fractured customer experiences.

Schwartz views this data not merely as a set of operational hurdles, but as an opportunity for structural reinvention. Drawing on a metaphor from his lifelong passion for baseball, he compares go-to-market strategy to the dynamics of a championship sports team.

"Fans tend to focus on the home-run hitter," Schwartz observes. "In business, we often do the same thing, celebrating a campaign, a sales win, or a piece of technology. But championships are rarely won by one player. They are won through coordination across the lineup, strong defense, great coaching, and a shared understanding of the game plan."

He emphasizes that revenue growth operates under the exact same principle. When marketing, sales, customer success, operations, and technology function independently, even elite talent struggles to produce consistent outcomes. Conversely, when these divisions synchronize around a shared understanding of modern buyer behavior, the resulting momentum compounds exponentially over time.

Official Responses and Strategic Implications

The announcement of Schwartz joining Forrester has drawn positive reactions from peers, industry practitioners, and enterprise leaders alike. By expanding its roster of principal analysts with operators who have direct, hands-on enterprise transformation experience, Forrester continues to position itself at the bleeding edge of B2B advisory services.

Strategic Implications for B2B Organizations

The inclusion of Schwartz into Forrester’s analyst lineup directly impacts how enterprise leaders will approach go-to-market strategy moving forward. Key implications include:

1. De-Siloing Revenue Engines: Enterprises will face increased pressure to tear down historical walls between marketing operations, demand generation, and sales enablement, replacing them with unified, account-centric revenue teams.
2. Refining Buyer-Centric Metrics: Organizations must move beyond outdated lead-scoring models and adopt measurement frameworks that evaluate collective buying group engagement across the entire customer lifecycle.
3. Operationalizing ABM at Scale: Account-based marketing will shift further away from a standalone tactic employed by select marketing teams, evolving instead into an enterprise-wide go-to-market philosophy.

Looking Ahead: What’s Next for Forrester Clients

As Schwartz settles into his new role, his primary objective is to turn retrospective analysis into proactive guidance. Drawing parallels to how professional baseball teams meticulously review game tape to refine their strategy, Schwartz aims to bring granular, data-backed insights and emerging best practices to Forrester’s global client base.

"Baseball teams improve by studying every game, every inning, and every play," Schwartz reflects. "The same is true for great go-to-market organizations. My goal is to bring those lessons, insights, and emerging best practices to Forrester clients as we explore what’s next together."

For B2B leaders navigating the complexities of buying group transformation, demand generation modernization, or account-based marketing evolution, Schwartz encourages open dialogue. Industry professionals can connect with him directly via LinkedIn to share their experiences and perspectives. Meanwhile, existing Forrester clients are invited to schedule formal guidance sessions and follow his ongoing work by reviewing his analyst biography and research publications.

Through this strategic appointment, Forrester reaffirms its dedication to helping modern enterprises rethink how sustainable B2B growth is achieved—transforming theory into practice, and isolated departments into championship-caliber revenue teams.