The problem this solves
Each team optimizes its own slice: marketing counts MQLs its way, sales rejects them without a feedback loop, service learns about new customers when the ticket arrives. The operational symptoms follow: leads that go unrouted between teams, three dashboards with three versions of the same metric, tooling bought per department and integrated by hope, and no single owner for the end-to-end revenue process. Everyone works hard; the system between them leaks.
How we work
We map the revenue process end to end and inspect every seam: how a lead becomes an opportunity, an opportunity a customer, a customer a renewal, and what data, definitions, and ownership carry across each transition. We interview the operators in each function, review the shared definitions that exist on paper, and check them against how the CRM is actually used.
Special attention goes to the boundaries, because that is where revenue systems fail: SLA gaps between marketing and sales, handoff rituals between sales and delivery, and the feedback loops that should exist but rarely do.
The output is an alignment scorecard across functions plus a findings report that names each misalignment, its operational cost, and the fix. It is the audit to run before hiring a RevOps lead or buying more tooling, because it shows whether your problem is people, process, or plumbing.
Deliverables
- End-to-end revenue process map with every cross-team handoff identified
- Alignment scorecard across marketing, sales, and service operations
- Shared definition review covering lifecycle stages, MQL, SQL, and pipeline metrics
- Handoff and SLA gap analysis with operational cost per gap
- Prioritized alignment roadmap with ownership recommendations