Noah Fitzgerald is the Chief Revenue Officer at Qredible, a product-first compliance intelligence platform helping financial institutions and regulated businesses manage merchant risk and compliance. He brings more than 30 years of experience in payments, fintech, compliance, and revenue strategy, with a background in building and scaling technology companies. Noah also invests in kubeflow.app, operates Rebirth Center, and leads Expense Defense. His work combines business leadership, customer-focused growth, and innovative approaches to AI, entrepreneurship, and personal development.

Building a successful company requires more than a strong product or the latest technology. Behind every growing business are the people, decisions, and leadership principles that shape how an organization evolves. As companies navigate rapid change, what does it take to build something meaningful that lasts?

Noah Fitzgerald, a fintech entrepreneur and business leader with decades of experience building and scaling companies, believes the foundation comes back to understanding the human need behind a problem. He explains that sustainable growth requires clear communication, customer understanding, strong leadership, and a mindset built on trust rather than scarcity. Noah also highlights how embracing AI, investing in personal development, and staying present can help leaders create stronger businesses and better outcomes. Ultimately, sustainable growth comes from leaders who understand people first, use technology with intention, and build organizations around trust, adaptability, and long-term value.

In this episode of the Revenue Engine Podcast, Alex Gluz chats with Noah Fitzgerald, Chief Revenue Officer at Qredible, about leadership, growth, and building businesses that matter. Noah shares insights on founder challenges, customer-driven growth, and AI's impact on business. He also discusses personal development, entrepreneurship, and lessons from building multiple ventures.

Steve Keifer is the CMO at Ordway, a fintech company automating subscription billing, payments, revenue recognition, and SaaS financial reporting. He leads growth strategy, demand generation, brand development, and Ordway's research practice. With 20-plus years across SaaS, cloud, and fintech, Steve led marketing and product teams from early-stage startups to multibillion-dollar enterprises, with expertise in go-to-market strategy, pricing, and recurring revenue. He was also a 2025 CMO of the Year finalist and has been named a CMO to Watch by CMO Alliance.

Creating a new category and disrupting an existing one require very different strategies. One asks buyers to understand something unfamiliar, while the other asks them to leave behind what they already know. So how should companies approach each challenge?

Drawing from years of marketing leadership across startups and multibillion-dollar companies, Steve Keifer sees category creation and disruption as difficult in different ways. Creating a new category requires educating the market, building awareness, and earning credibility before traditional demand generation can work, while disruption means overcoming entrenched habits with a product that is meaningfully better than what buyers already use. Steve recommends investing in thought leadership, early adopters, customer proof, and consultative selling while making sure leadership, sales, product, and customer success are aligned. The real advantage comes from understanding which market challenge you face and building the go-to-market strategy around it.

In this episode of the Revenue Engine Podcast, Alex Gluz sits down with Steve Keifer, CMO at Ordway, to discuss how to create a category and disrupt an existing market. Steve explains how to educate buyers, differentiate from entrenched competitors, and align teams around the go-to-market strategy. He also touches on CFO buying behavior, paid media, customer advocacy, and lessons from sales leaders.

Eric Gilpin is the President of Go-to-Market at G2, the world's largest software marketplace helping businesses make confident software buying decisions. He leads G2's unified go-to-market organization, aligning marketing, sales, customer success, partnerships, enablement, and revenue operations under one strategy. With more than 20 years of experience building and scaling technology businesses, Eric brings expertise in marketplace growth, customer-focused revenue strategy, and navigating changing buyer behavior in the age of AI.

Go-to-market leaders are navigating faster shifts in buyer behavior, technology, and competition while still being expected to deliver consistent revenue. That makes adaptability just as important as execution. How can GTM teams evolve without losing focus on what drives growth?

As a seasoned go-to-market and marketplace leader with more than two decades of B2B experience, Eric Gilpin believes the answer starts with prioritization, customer focus, and a willingness to keep learning. He recommends concentrating AI investments on the areas with the clearest business impact, rethinking demand generation around how buyers now discover software, and using real customer outcomes to stand out in a crowded SaaS market. Eric also emphasizes growing existing accounts, understanding customer unit economics, and creating more opportunities for meaningful customer conversations. For modern GTM leaders, sustainable revenue growth comes from adapting quickly while staying grounded in measurable customer value.

In this episode of the Revenue Engine Podcast, Alex Gluz chats with Eric Gilpin, President of Go-to-Market at G2, about modern go-to-market leadership. Eric explores AI-driven buyer behavior, balancing transformation with revenue goals, and using customer stories and results to stand out. He also discusses account growth, ROI-focused selling, and the renewed value of face-to-face customer engagement.