From Software Seller to Strategic Advisor: How Martech Vendors Can Stay Relevant

The Problem with Selling

Wilson described a situation many in the room could relate to. A client had invested in a new Martech platform and—after just 12 days—asked why their return on ad spend hadn’t improved.

The problem? Unrealistic expectations. But who’s responsible for setting them?

Vendors, especially, play a key role here. Many still treat the sales process like a sprint: get the contract signed, hit your numbers, move to the next deal. But modern buyers don’t need another pitch. They need a partner—someone who helps them understand the system, the integration needs, the people involved, and the outcomes to expect over time.

In short, they don’t need sellers. They need strategic advisors.

Three Ways the Martech Model Needs to Evolve

The market is shifting. Tech buyers are getting savvier, CFOs are auditing every contract, and CMOs are under pressure to prove ROI faster than ever.

If Martech vendors want to stay relevant—and valuable—they need to rethink their role in the ecosystem. Here’s where to start.

1. Agencies Need to Lead, Not Just Deliver

Many agencies defer to the client’s tech stack out of politeness or convenience. But when strategy is limited by poor tooling, no one wins.

As Wilson pointed out, agencies should feel confident saying, “If you want us to deliver on strategy, we need to use the right tools to get there.” That might mean challenging legacy systems or suggesting new platforms that require more onboarding—but it’s part of delivering real value.

Takeaway: Agencies shouldn’t just be executors of strategy. They should be curators of the Martech that makes that strategy possible.

2. Vendors Need to Advise, Not Just Sell

The best vendors don’t just demo features—they help clients weigh compatibility, risk, internal resources, and timing.

Today’s smart sellers are shifting their role: they’re acting more like external buying consultants and less like quota chasers. They’re offering scenario planning, integration support, and long-term onboarding. They’re the ones being invited to planning meetings, not just procurement calls.

Takeaway: If you’re selling software, be the expert who helps clients make the right call—even if that means advising them not to buy right now.

3. Brands Need to Reset Their ROI Clock

Marketers are under immense pressure to prove results quickly. But expecting a new Martech platform to improve performance in two weeks is like planting seeds and wondering why there’s no fruit by the weekend.

If you’re in-house, take the time to align internally before you purchase anything. Bring IT and finance to the table early. Set realistic timelines. Know what success looks like—and when to expect it.

Takeaway: Don’t just ask what a tool does. Ask what you need to have in place—data, team, workflows—for it to actually work.

It’s Time to Rethink the Vendor Relationship

The Martech space doesn’t suffer from a lack of innovation—it suffers from a lack of alignment.

Too many tools are bought with high hopes, then discarded when they don’t deliver overnight. But tools don’t drive outcomes on their own. People do. Process does. Clarity does.

That means the real differentiator in today’s Martech world isn’t tech. It’s trust.

If vendors embrace the role of advisor—not just seller—they’ll build longer-term partnerships, reduce churn, and play a central role in the strategic outcomes clients actually care about.

And if brands and agencies start demanding that kind of partnership?
We might finally turn all this Martech potential into real marketing progress.