Cutting Through the Noise: How Growth Leaders Win the Attention Game

A few years ago, as growth leader at a hypergrowth scaleup, I sat in our boardroom reviewing pipeline metrics. We had invested heavily in demand generation: paid acquisition, SEO, outbound outreach, and content marketing at scale.

On paper, everything looked impressive. Impressions were up, lead volume was healthy, and sales had more SQLs than ever before.

But when we looked closer, something was off: the deals weren't moving.

Buyers weren't engaging past the surface. Demos and meetings were happening, but conversion rates remained sluggish. Sales kept pushing for more MQLs, assuming volume was the problem.

The real issue? We were winning the numbers game but losing the attention game.

Since then, as a Fractional Growth Executive serving 10M+ ARR scaleups, I've identified a consistent pattern: most companies approach marketing primarily as a volume game. They create more ads, more content, and more sales outreach, expecting that somewhere in that flood of activity, the right buyers will take action.

But here's what actually happens:

• Buyers tune out generic marketing that doesn't speak directly to their needs
• Even when they notice a brand, they don't immediately understand what it does or why it matters
• They may engage passively, but when evaluation time comes, they don't always remember or prioritize that brand
• Companies end up competing on price rather than differentiation because they haven't built deep enough trust early in the process

The Misalignment Problem

The root issue? Most marketing strategies don't align with how buyers actually make decisions.

The majority of marketers and revenue leaders still operate as if their Ideal Customer Profile (ICP) moves in a straight line from awareness to purchase. But buyers don't wake up one day and say, "Let me go find a solution."

In reality, the buying journey is chaotic, fragmented, and deeply psychological. Your customer goes through a mental filtering process—ignoring noise, forming opinions, and only engaging when they're emotionally and professionally ready.

If you don't align with that process, no amount of lead generation will save you. You risk spending a fortune on demand generation only to see weak conversion rates, long sales cycles, and unpredictable pipeline growth.

Introducing the ICP Commitment Journey Framework

If you've worked in growth, marketing, or sales, you're probably familiar with frameworks like the Pirate Funnel (AAARRR), the HubSpot Flywheel, or the more recent Bowtie Model from Winning by Design.

Each provides a structured way to think about revenue generation. The Bowtie Model, in particular, is one I often recommend because it properly connects customer acquisition with retention, expansion, and advocacy.

So where does the ICP Commitment Journey fit in?

This is a mental model I've been using and refining to help understand my customers' customer. I'm now openly sharing it as a simple way to complement existing frameworks by reframing how Marketing and Revenue leaders think about their buyers' emotional journey.

It's not just another marketing funnel. It's a way to understand how your ICP thinks, what makes them pay attention, and how they actually move toward a decision.

The ICP Commitment Journey consists of six stages:

1. Noise – Buyers are overwhelmed with content and only notice what feels relevant
2. Attention – They recognize your brand but don't yet understand why you matter
3. Consumption – They engage passively, consuming content over time
4. Consideration – They start actively looking for solutions and shortlist options
5. AHA! – They experience a moment of clarity and realize "this is exactly what I need"
6. Commitment – They make the purchase and expect a seamless onboarding experience

If you don't move buyers through these stages intentionally, you'll struggle with unpredictable pipeline, long sales cycles, and weak conversion rates.

Let's break down each stage.

1. Noise: The Battle for Relevance

"I see so many ads, posts, and cold emails every day. Unless something is directly relevant to my challenges, I don't pay attention."

When I first started working as a Fractional Growth Executive, one of my early clients, a B2B SaaS company at €1.2M MRR, was struggling with pipeline consistency. They were doing everything "right": SEO, content, outbound, paid media. But nothing worked as expected.

The real issue was that their messaging was getting lost in the noise. They were in a crowded space where every competitor said the same things: "AI-powered," "next-gen," "scalable solution." Buyers had tuned it all out.

This is today's marketing reality:

1. Your ICP is bombarded with content: LinkedIn posts, cold emails, and ads every single day
2. They don't have the mental bandwidth to engage with everything, so they filter ruthlessly
3. They ignore anything that doesn't feel deeply relevant to their world right now

Many companies try to solve this by being louder: more ads, more posts, more sales emails. But volume doesn't fix irrelevance.

Where companies get it wrong:

• They confuse visibility with resonance: Just because someone sees your brand doesn't mean they care
• They talk about themselves too soon: Buyers don't care about your product; they care about their own problems first
• They focus on broad messaging instead of specificity: If you speak to "everyone," you resonate with no one
• They assume first-touch conversions: Most buyers aren't in the market today, so pushing a demo too soon makes them disengage

The real challenge is getting past the filter, earning a spot in your ICP's mental shortlist of brands that feel important to them. This means deep specificity, a distinct point of view, and a focus on buyer priorities, not just product features.

How the best revenue leaders win the Noise Game:

• Lead with specifics: Gong doesn't just say, "We help sales teams close more deals." They publish insights like: "Sales reps who talk less than 50% of the time on a call close 32% more deals." That level of specificity cuts through noise and drives curiosity.
• Differentiate early: Don't just compete in an existing category—reshape how the problem is framed. Gainsight entered the market when Customer Success wasn't a prominent function. They reframed customer success beyond a support function, driving attention to their platform.
• Maintain consistent exposure: Buyers may not engage today, but they'll remember you when the problem becomes urgent. At EVBox, we were extremely consistent with high-value content production (mobility monitor, mobility manifesto). Our ICP kept telling us how great the content was, even when they weren't ready to buy. But they did convert—sometimes 2-3 years later.

2. Attention: You're on Their Radar—Now What?

"I've seen this company before, but I'm not sure exactly what they do or why I should care."

Let's say you broke through the noise. Someone saw your content, ad, or cold outreach. But recognition doesn't mean comprehension.

Most companies think brand awareness equals demand. It doesn't.

Your ICP might know your name but not understand what you actually do. Once someone notices your brand, you have seconds to make an impact before they move on. This is where most companies drop the ball.

They celebrate high impression counts, leads gathered, or social media engagement but fail to ask: "Does my ICP actually understand what we do and why it matters?"

Too often, buyers recognize a brand but don't remember what it does. This happens because the messaging is too vague, too product-centric, or too similar to competitors.

Where companies get it wrong:

• They confuse awareness with intent: Just because someone has seen your brand doesn't mean they're ready to buy. Having SDRs reach out to people who downloaded a whitepaper trying to sell an enterprise package won't work today.
• They celebrate vanity metrics: Companies often celebrate lead volume that doesn't convert or sign-up numbers that don't lead to engagement.
• They lack a clear positioning narrative: If your ICP has to "figure out" your value, you've already lost them.
• They expect one touchpoint to do the job: Buyers need multiple interactions before they actually care. This requires coordinated effort, not just Marketing playing an attribution game.

How the best revenue leaders win the Attention Game:

• Crystal-clear messaging: If your ICP can't explain what you do in one sentence, neither can their boss. Superhuman's website doesn't say: "A cutting-edge, AI-powered, productivity-enhancing email client." It simply says: "The Fastest Email Experience Ever" or their latest: "Save 4 hours per person every single week." It's instantly clear why it matters.
• Multi-channel reinforcement: Being seen once isn't enough. Buyers need repeated exposure across different contexts. Be where your ICP already spends time: LinkedIn, industry events, peer communities.
• Authentic social proof: If you have credibility, show it through logos, case studies, and testimonials—but make sure they're authentic. At EVBox, we discovered the previous team had fake testimonials on the website. A customer called upset because they visited a location mentioned in a testimonial expecting charging points that didn't exist. Customers always find out. Only real value matters.

3. Consumption: The Silent Engagement Phase

"I like what this company shares. I'm not looking for a solution right now, but I'll keep following them." — Customer perspective

This is where marketing either builds trust or gets forgotten.

Your ICP isn't always in "buy mode." In fact, most of the time, they're not actively looking for a solution, but they are paying attention to brands that consistently provide value.

This is where many companies lose momentum. They assume that if someone isn't converting, they aren't interested. The truth is, buyers often engage months before they're ready to act. The companies that win are the ones that stay top of mind during this phase.

Where companies get it wrong:

• They expect immediate conversions: Just because someone reads a blog or watches a webinar doesn't mean they'll book a demo today.
• They focus too much on gated content: If everything requires a form, buyers will look elsewhere. Some gated content has value, but the purpose must be explicit.
• They don't create a content habit: If your ICP doesn't come back regularly, you won't stay top of mind.

How the best revenue leaders win the Consumption Game:

• Build a content ecosystem: Your ICP should be able to consume your content without friction. Diversify formats to see what works best—short or long-form blog posts, founder-led brand publishing, YouTube masterclasses, live podcasts.
• Be present where they already spend time: LinkedIn, Slack communities, podcasts—don't expect them to come to you.
• Use retargeting and outreach wisely: If someone reads about a specific pain point, serve them a related case study. If they download gated content, follow up meaningfully to ask if it helped them in their job.

HubSpot remains a champion of the Consumption stage. They don't just promote their Marketing Hub and CRM. They provide tons of free educational content—guides, courses, and templates that help marketers and sales teams improve their craft. By the time a company needs a Marketing Hub or CRM, HubSpot is already the top choice in their mind.

4. Consideration: The Shortlist Moment

"I need a solution—should I try this one?"

After weeks or months of passively consuming content, something shifts. Your ICP moves from general curiosity to active problem-solving: they've recognized a pain point they can't ignore, and they're now searching for solutions.

But here's the catch: you're no longer competing against inaction. You're competing against other vendors, internal solutions, and the risk of change itself.

At this stage, clarity beats complexity. If buyers can't quickly see why you're the best choice, they'll move on.

Where companies get it wrong:

• They assume brand familiarity means preference: Just because someone knows your brand doesn't mean they'll pick you.
• They make it hard to experience the product: Buyers want to see how it works. If they can't try it easily, they'll move on.
• They focus too much on features, not outcomes: Buyers care about capabilities, especially for vertical tools or early-stage consideration, but mostly they want to know how your product makes their life easier or better.

How the best revenue leaders win the Consideration Game:

• Provide interactive demos or free trials: Let buyers experience the value before they commit. Figma didn't just tell designers it was better than Sketch—it let them try it instantly in the browser, eliminating all friction from the evaluation process. Even service organizations can offer value through assessments, free frameworks, light courses, or POC programs.
• Make your differentiation obvious: Buyers should instantly understand why your solution is better than competitors. When evaluating calendar management tools, we selected Chili Piper simply because they listened to our Salesforce integration needs and clearly showed their differentiation from competitors.
• Lean on third-party validation: Analyst reports, customer stories, peer recommendations—buyers trust other buyers. Find which validation source matters most to them. For a B2B SaaS quality assurance platform, we noticed many meeting requests came through specific referrals. These referrals all belonged to the same IT association where our brand was discussed during peer roundtables. This insight suggested partnership opportunities with the association or bringing these peers to our events.

5. AHA! The Moment of Truth

"This is exactly what I need. I see how it fits."

I once worked with a SaaS company in the product lifecycle management space that struggled with demo conversions. They had a solid ICP, a strong inbound motion, and good engagement from potential buyers. But sales demos weren't converting as expected.

The reason? Buyers weren't experiencing the "aha" moment soon enough.

Every great product has an "aha" moment—that instant when the buyer truly understands how it fits into their world. This isn't just a logical realization. It's an emotional shift when they go from seeing your product as "a tool" to the obvious choice that will solve their pain in a way nothing else has before.

This moment isn't always obvious. It's not just about listing benefits in a sales deck. It's about creating an undeniable experience that makes the value real.

Think about the first time you used a game-changing tool—perhaps switching from email to Slack and suddenly feeling your inbox was obsolete, or your first experience with ChatGPT and its productivity potential.

That's the AHA moment—when the buyer goes from intellectually understanding your product to emotionally committing to it.

Where companies get it wrong:

• They assume buyers will reach this moment on their own: They won't. If you don't actively guide them toward it, hesitation and doubt will creep in.
• They focus too much on logic and ROI: People don't buy just because of a cost-benefit analysis. They buy because they feel certain it's the right move. ROI helps with consideration and credibility, but buyers won't choose you simply because you claim to save 40% more costs than competitors.
• They don't address hidden objections: Even if a buyer is convinced about the product, they might still worry about internal buy-in, risk, or implementation effort.

How the best revenue leaders win the AHA! Moment of Truth Game:

• Reverse-engineer the aha moment: What's the exact point where customers say, "Wow, this is a game-changer"? Design your demo or onboarding process to get them there as fast as possible.
• Use their own data or workflow: Personalize the experience so buyers see their own challenges being solved.
• Reduce friction to trying the product: If there's a free trial, make it so intuitive that users don't need help to see results.

For me, my Miro AHA moment happened when I opened a board and instantly saw who from my team and company was already using it. This gave me an immediate starting point for internal discussion. The ready-to-go templates saved me time and facilitated conversations that would have otherwise required endless email threads and static documents.

6. Commitment: The First 30 Days Matter

After the deal closes, most companies celebrate the win. But from the buyer's perspective, this is where the real decision-making starts.

Buyers don't just think, "I bought the product, now everything is great." Instead, they start wondering:

• Did we make the right choice?
• Will this be hard to implement?
• What if my team resists using it?

If you don't immediately reinforce their decision, they may start second-guessing.

I've seen companies lose customers before proper onboarding—not because the product was bad, but because the buyer never fully committed emotionally.

The best companies treat onboarding as an extension of the sales process, ensuring that buyers don't just purchase the product, but actually adopt it.

How the best revenue leaders win the Commitment Game:

• Remove friction from onboarding: The faster a customer gets value, the less likely they are to churn.
• Continue reinforcing the decision: Share customer success stories, provide guidance, and ensure they feel supported.
• Set the stage for expansion: A great onboarding experience makes future upsells and renewals far easier.

A large portion of businesses don't fail because of bad products. They fail because they don't win the post-sale experience.

ICP Journey Summary

Final Thoughts

In all my years working with startups and scaleups, I've seen one truth consistently play out:

The best marketing doesn't force buyers into a funnel. It aligns with how they naturally think, evaluate, and decide.

Companies that master this don't just generate more leads. They create demand before buyers even realize they're looking. They build trust before a sales conversation happens. They make choosing them feel inevitable.

This framework isn’t backed by scientific research. It’s built on real-world execution, drawing from decades of hands-on experience and the best elements of proven GTM models.

It’s not meant to replace structured frameworks like the Bowtie Model, the Pirate Funnel, or the Flywheel, but just to serve as inspiration and just a different take to complement them by providing a practical perspective on how marketing and growth leaders can better align with the emotional journey of their buyers.

Marketers who approach growth this way tend to outperform those who jump too quickly into siloed strategies, whether it's brand marketing, performance marketing, or direct response. First, understand the commitment journey. Then experiment, refine, and scale the growth motions that work best.

And when you do that, marketing stops feeling like a fight for attention… because buyers are already moving toward you.

About the Author

I’m Hugo Pereira, co-founder of Ritmoo and fractional growth operator. I’ve led businesses from €1M to €100M+ while building purpose-driven, resilient teams.

Follow me for insights on growth, leadership, and teamwork. My book, Teamwork Transformed, launches early 2025.