Challenge

Clari sells revenue intelligence software — a category where credibility depends on data accuracy. The irony was that their own internal GTM data was anything but accurate. Attribution models were producing results that neither Sales nor Marketing could confidently act on, because the underlying data was wrong. UTM values were not being correctly appended to campaign lead records, which meant the source-of-truth for campaign attribution was corrupted before any model could even run. The Salesforce APEX code responsible for key CRM logic was fragile and maintenance-heavy — every change carried risk, and every update required engineering involvement. Multiple point solutions were handling different parts of the data stack without talking to each other, creating silos that made a unified view of GTM performance impossible. And because the reporting was lead-based, entire segments of the buying committee were invisible. The finance team was influencing deals — but no one could see them in the data.

Solution

Clari deployed Openprise to fix the attribution problem at its root. The first priority was UTM mapping: Openprise was configured to append the correct UTM values directly to campaign lead records, replacing the APEX code that had been doing this work unreliably. With UTM data flowing correctly into campaign records, the attribution models that Clari's team needed to build finally had clean inputs to work with. Three multi-touch attribution models were built in weeks — a timeline that reflected both the speed of Openprise's no-code configuration and the Ops team's ability to move quickly once the data underneath was trustworthy.

The attribution models did more than just track campaign touchpoints. By building buying committee logic into the Openprise workflows, the team was able to surface roles in the buying process that lead-based reporting had made invisible. The finance team — previously undetectable in standard lead-to-opportunity reporting — emerged as a key role in the buying committee. That single insight opened new opportunities to improve conversion by engaging a segment that had never been systematically targeted before. At the same time, the fragmented point solution stack was consolidated into Openprise, reducing both vendor complexity and cost.

Impact

The $80k saved in initial tech consolidation was the most immediately quantifiable outcome — and it came alongside an increase in functionality, not a reduction. The point solutions that Openprise replaced were doing less, less reliably, and at a higher combined cost. Consolidating into a single orchestration layer gave the Ops team more control over the data pipeline with fewer tools to manage, fewer vendor relationships to maintain, and fewer integration failure points to troubleshoot.

Attribution data became a reliable input to GTM decision-making rather than a contested output. With UTM values correctly appended and three working models live, Sales and Marketing had a shared, trustworthy view of campaign performance. The APEX code that had previously required engineering involvement for every change was replaced by Openprise no-code recipes that the Ops team could update independently — removing a dependency that had slowed iteration and added risk to every CRM change.

The buying committee insight was the most strategically significant outcome. Identifying the finance team as a key role in Clari's customers’ buying committee was not a small data fix — it was a structural change in how the company understood its own deals. Campaigns, sequences, and sales plays that had been built around a subset of the buying committee could now be extended to include a segment that had previously been invisible. That is the kind of GTM intelligence that only becomes possible when the underlying data is clean, connected, and structured to surface what lead-based reporting cannot.