Sales and marketing are reporting different numbers. One of them is wrong.
Usually both are. When the systems underneath don't agree, leadership stops trusting the reporting and starts deciding on instinct - and calls it experience.
Schedule a discovery call →- Sales and marketing report different numbers for the same month.
- We're paying for HubSpot and using maybe a fifth of it.
- Leads fall through the gap between marketing and sales and nobody owns the handoff.
- I don't trust our reporting, so I don't use it.
- Every team has their own spreadsheet.
- We bought the platform. Nobody ever finished setting it up.
- Our lead scoring flags everything as hot, so the reps ignore it.
None of these are software problems, though they present as software problems. They're what happens when a revenue process was never defined, and the platform got configured around the gap.
Marketing owns the top. Sales owns the bottom. Nobody owns the place where they meet — and that's where the money goes.
It usually looks like some combination of these:
Marketing's qualified lead and sales' real opportunity are different things, defined by different people, in different systems. Every conversation about lead quality is actually a conversation about vocabulary, and it never resolves.
A lead comes in, gets assigned, and then depends on whether someone happens to work it. There's no defined next step, no SLA, no consequence for the record sitting untouched for nine days.
Fields nobody fills in. Workflows built for a process that changed two years ago. Three lifecycle stages that mean different things to different teams. Scoring built once on assumptions nobody has revisited since.
Once leadership stops trusting the dashboard, the dashboard stops mattering — and the organization reverts to anecdote. That's the expensive failure, because it means the platform investment produces nothing regardless of what it cost.
- Shared definitions for lifecycle stages that sales and marketing both accept
- A defined handoff — what triggers it, who owns the record, what happens next, and by when
- Service levels with actual consequences, not aspirations
- Clear ownership at every stage of the funnel
- Lifecycle architecture in HubSpot or Salesforce that reflects the process you actually run
- Lead scoring built on behavior that correlates with buying, then validated against closed-won — not scored once on assumptions and left alone
- Routing and assignment that don't depend on someone remembering
- Data hygiene, enrichment, and deduplication so the records are usable
- Attribution that survives scrutiny from the people it implicates
- Reporting sales and marketing both accept, because both agreed to the definitions underneath it
- Forecasting built on pipeline data that reconciles
- Dashboards that answer leadership's actual questions rather than displaying what's easy to display
- Removing manual steps that exist only because nobody had time to fix the process
- Enrichment, routing, summarization, and follow-up drafting where they earn their keep
- The honest answer is often “not until the foundations are right” — clean data and documented process are prerequisites, and anything built on top of broken ones inherits the breakage
You get senior judgment on every engagement. The person who diagnoses the problem does the work. Not a senior pitch followed by a junior implementation team.
We work inside your systems, as part of your function. In your CRM, in your meetings, accountable to your numbers.
Fixed monthly fee, agreed up front. No hourly billing, no scope surprises.
Built to be handed off. Everything gets documented, and your team gets trained on what was built. The goal is a revenue operation your people can run without us — not a dependency.
The work is yours. Every configuration, workflow, and dashboard lives in your instance, in your name.
Every engagement at this level begins with a Growth Readiness Assessment.
A fixed-fee diagnostic, completed before any retainer is scoped.
This matters more here than anywhere else on the site, because RevOps buyers usually arrive already convinced they know what's wrong. Sometimes they're right. Often the scoring model isn't the problem, it's the definitions underneath it — and rebuilding the scoring against the wrong definitions produces an expensive version of the same failure.
You've likely paid for an implementation that stalled halfway. The assessment exists so this one doesn't: the process gets defined and the constraint gets named before anyone touches a workflow.
Sometimes it concludes you need this engagement. Sometimes it concludes you need a marketing operations hire and a cleaner data model, and no retainer at all. You get an accurate answer either way, and the assessment stands alone.
Learn about the Growth Readiness Assessment →Is this the right fit?
- Sales and marketing are both staffed, and the seam between them is where things break
- You have HubSpot or Salesforce and you're using a fraction of it
- Your reporting exists and nobody trusts it
- Lead scoring flags everything, or nothing, and the reps have stopped looking
- You've been through an implementation that never got finished
- You want the process fixed, not just the software reconfigured
You want an implementation partner to execute a spec you've already written
You need custom development or platform engineering
You don't have sales and marketing as distinct functions yet — the Small Business Accelerator is built for that stage
The real problem is that nobody owns marketing direction — Fractional CMO is the better fit
This is the deepest technical area of the practice, and the work is documented rather than described.
Newforma — Contact data was being ingested at too low a resolution to act on. Raising that fidelity, isolating the contacts engaging with genuinely high-intent content rather than browsing, and rebuilding segmentation around that behavior increased qualified leads by 289%.
Cell Signaling Technology — Working directly with sales and web operations, we identified which contacts were actually in research and consideration based on how they moved through the site, and built targeted messaging for those cohorts. It became the company's first global lifecycle program, connecting marketing activity to pipeline across international markets.
Southern New Hampshire University — Gaps in the nurturing process were letting interested prospects go cold before anyone reached them. Closing those gaps, realigning the messaging, and concentrating communication on people actively researching specific programs contributed to enrollment growth from 90,000 to 120,000.
Three different industries. The same underlying finding each time:
That's the pattern this work looks for first.
Common questions.
Why does RevOps Consulting start with the Growth Readiness Assessment?
RevOps buyers usually arrive already convinced they know what's wrong. Sometimes they're right. Often the scoring model isn't the problem, it's the definitions underneath it — and rebuilding the scoring against the wrong definitions produces an expensive version of the same failure. The assessment exists so an implementation doesn't stall halfway again: the process gets defined and the constraint gets named before anyone touches a workflow. Sometimes it concludes you need this engagement. Sometimes it concludes you need a marketing operations hire and a cleaner data model, and no retainer at all. You get an accurate answer either way, and the assessment stands alone.
Is RevOps Consulting the right fit for my business?
It fits if sales and marketing are both staffed, and the seam between them is where things break; you have HubSpot or Salesforce and you're using a fraction of it; your reporting exists and nobody trusts it; lead scoring flags everything, or nothing, and the reps have stopped looking; you've been through an implementation that never got finished; or you want the process fixed, not just the software reconfigured.
When is RevOps Consulting not the right fit?
It isn't the right fit if you want an implementation partner to execute a spec you've already written; you need custom development or platform engineering; you don't have sales and marketing as distinct functions yet — the Small Business Accelerator is built for that stage; or the real problem is that nobody owns marketing direction — Fractional CMO is the better fit.
Start with a conversation.
Thirty minutes. Tell us what's breaking - the numbers that don't reconcile, the leads that disappear, the platform nobody finished. We'll give you an honest read on whether it's a process problem, a configuration problem, or an ownership problem, and what the right next step is.
Schedule a discovery call →