How much do you tie revenue to your KPIs as a product marketer?

It's a good practice for anyone at a company, regardless of function, to ask themselves how their role impacts the bottom line. I think of revenue as a shared goal that helps frame goals and initiativese, but when it comes to the actual work product, I usually lean on other KPI's that are more immediately tied with the output. For example, a product marketing team is tasked with converting free trial users into paid subscribers. The overall goals and plans are specifically in service of increasing revenue by X. As a business leader I want the KPI to be revenue, but as a functional leader / line manager, I'm also looking at things like channel performance (e.g. email open rates) or KPI's like an increase in # of sales demos booked. You want revenue to be a shared KPI, but product marketers should also have KPI's they can own independently.