GTM Systems & Infrastructure Build
The Engagement
| The Scenario | Revenue operations infrastructure design and implementation |
|---|---|
| The Situation | Connecting systems, establishing process, and building the reporting layer across Sales, Marketing, and CS. |
| The Work | CRM implementation and governance, marketing automation, system integration, demand generation infrastructure, Sales-Marketing-CS alignment, pipeline reporting |
Priority Initiatives
Our objective is to make operations more effective and efficient resulting in better business results — Productivity (production, sales), Profitability (increased profits, reduced expenses), Engagement (of both team members and clients), and Retention (of both team members and clients).
| # | Business Goal | Circumstances | Results |
|---|---|---|---|
| 1 | CRM as Single Source of Truth | Commercial data exists across disconnected spreadsheets and platforms. The CRM was implemented without governance or never properly built. No single system the team can trust for pipeline, contacts, or account ownership. |
Productivity: All commercial segments unified into one governed CRM — pipeline management and account ownership established across teams Profitability: Full addressable market visible for the first time — revenue opportunity no longer fragmented across disconnected systems Engagement: Sales team operating from one shared system — data conflicts and duplicate outreach eliminated Retention: Account ownership and contact history preserved through team changes — no relationship continuity lost |
| 2 | Sales & Marketing Alignment | Sales and Marketing have no shared definitions — MQL criteria, lead routing, and handoff points are informal or nonexistent. Pipeline data exists in both systems but neither team trusts the other's numbers. |
Productivity: Shared MQL definition and lead scoring configured — both teams working from agreed criteria embedded in the system Profitability: Marketing-sourced pipeline became measurable — spend attributable to pipeline for the first time, typically reaching 20–40% of total Engagement: Lead ownership disputes eliminated — routing automated and governance documented Retention: Structured Sales-to-CS handoff designed and embedded — no clients falling through gaps between teams |
| 3 | Pipeline Visibility & Reporting | Leadership cannot produce a reliable forecast. Pipeline data requires manual reconciliation across multiple tools. There is no cross-functional reporting view combining sales activity, marketing attribution, and customer health. |
Productivity: Cross-functional pipeline dashboard live — leadership and reps on the same real-time view across all segments and quarters Profitability: Pipeline-to-quota coverage ratio visible — forecast accuracy improved, resource decisions now data-driven Engagement: Rep-level dashboards deployed — individual pipeline ownership and accountability established Retention: Time-to-respond tracking established — inbound lead coverage measurable for the first time |
| 4 | Demand Generation Infrastructure | Marketing has no functioning demand generation engine. Lead nurturing, lifecycle stages, and segmentation have not been built. Marketing activity cannot be tied to pipeline outcomes. |
Productivity: Lead nurturing sequences, lifecycle stages, and segmentation logic built and running Profitability: Marketing spend attributable to pipeline — ROI on demand generation measurable for the first time Engagement: Automated lead nurturing replaced manual outreach — consistent prospect experience across the buying journey Retention: Customer lifecycle stages mapped from first touch through onboarding — no gaps in the post-sale journey |
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