For organizations where sales and marketing are pulling in different directions.
A structured engagement to get both functions aligned around shared revenue goals — and keep them there.
For organizations where sales and marketing are pulling in different directions.
A structured engagement to get both functions aligned around shared revenue goals — and keep them there.
If your sales team thinks marketing generates leads that aren’t worth pursuing, if marketing exists primarily to support sales with presentations and collateral, or if both functions are operating independently with little meaningful connection between them — this engagement is built for your situation.
The Sales and Marketing Alignment Sprint is a structured six to eight week engagement that brings sales and marketing together around a shared definition of the ideal customer, a common pipeline process, and a 90-day execution plan both functions actually own.
The output isn’t a strategy document that lives in a drawer. It’s an alignment playbook your team built together and will use.
Is This the Right Engagement?
This engagement works best for organizations that have dedicated sales and marketing functions — even if those functions are small — where one or more of the following is true:
Sales and marketing are operating independently with little meaningful connection between them.
There is active friction between the two functions — sales believes marketing generates leads that aren’t worth pursuing, or marketing believes sales doesn’t follow up on what they produce.
Marketing’s primary role has become reactive sales support: creating presentations, building decks, writing proposals. Strategic demand generation has taken a back seat.
If you have a single person handling both sales and marketing, this engagement can still be valuable but the approach looks different. That’s worth a conversation before we start.
How It Works
The engagement is designed in two distinct phases that reflect how alignment actually gets built.
Phase one: Separate assessments.
Before sales and marketing can get aligned, each function needs to be understood independently. What does sales believe about the ideal customer? What does marketing believe? Where do those pictures match and where do they diverge? This phase surfaces the gaps before we try to close them.
Phase two: Joint workshop.
Sales, marketing, and typically the CEO come together in a structured working session to get on the same page. A key part of this workshop is walking both functions through the buying process — which is different from your company’s sales process, and that distinction matters more than most organizations realize. Buyers move through a decision on their own timeline and logic. When sales and marketing don’t understand that process, they can’t align to it.
All outcomes from the workshop are documented in the alignment playbook so the team has a shared reference going forward — grounded in what the target client actually needs, not what any individual on the team personally prefers.
What the Sprint Covers
Joint sales and marketing assessment. A structured review of how both functions currently operate, where they connect, and where they don’t.
ICP and buyer journey alignment. A shared, documented picture of who you’re targeting and how they actually make decisions — built by sales and marketing together so both functions own it.
Shared pipeline definitions and lead handoff process. What counts as a qualified lead, what happens when one is identified, and who is responsible for what at each stage. This is where the “bad leads” argument gets resolved — not by declaring a winner, but by building a process both sides agree to.
Account-based marketing introduction (if applicable). For organizations ready to take a more targeted, account-level approach to demand generation, an ABM framework is introduced and scoped.
Strategic account planning framework with sales team training. A structured approach to prioritizing and pursuing the right accounts, with training so the sales team can actually use it.
Alignment playbook and 90-day execution plan. The full documentation of everything built during the engagement, plus a sequenced plan for the first 90 days of execution.
What You Walk Away With
A joint ICP and buyer journey map your sales and marketing teams built together — and will actually use because they were part of building it.
Shared pipeline definitions and a lead handoff process that eliminates the blame cycle between functions.
An account-based marketing framework ready to deploy, if applicable.
A strategic account planning framework with sales team training.
A full alignment playbook and 90-day execution plan that both functions own.
What Changes in Your Business
Sales and marketing pulling in the same direction — often for the first time.
Pipeline visibility that is clearer and more predictable because both functions are working from the same definitions.
Sales spending time on the right accounts with the right messages instead of pursuing anything that moves.
Marketing generating demand that sales actually wants to follow up on.
Frequently Asked Questions
Do my sales and marketing resources need to report to the same person?
No. Reporting structure doesn’t determine alignment — process and shared definitions do. Some of the most misaligned organizations have both functions reporting to the same leader. Some of the most aligned have them in separate parts of the org chart. What matters is whether both functions are working from the same picture of the customer and the same definition of success.
What if I only have a single resource handling both sales and marketing right now?
This engagement is designed for organizations with at least some separation between the two functions. If one person is handling both, the approach looks different and is worth a conversation before we start. In some cases a GTM Diagnostic is the better first step.
Will the reporting structure between the two functions change as a result of this engagement?
That’s outside the scope of the Sprint. This engagement focuses on aligning how the two functions work together, not on organizational design or reporting relationships. If structural changes make sense, that would be a separate conversation.
Do we need to have a CRM in place?
It helps but it isn’t required. The alignment playbook and pipeline definitions we build together will make your CRM more useful if you have one — and will give you a clear picture of what to configure if you don’t. We work with what exists and identify gaps as part of the process.
How can you ensure the execution plan actually gets followed by both sales and marketing?
The best answer to this question is that both functions helped build it. When sales and marketing co-create the definitions and the process rather than having them handed down, adoption is significantly higher. The alignment playbook also gives leadership a clear reference point for holding both functions accountable — it documents what was agreed to, not what anyone later remembers agreeing to.
Not sure if the Alignment Sprint is what you need right now?
If you’re not certain whether misalignment is the core issue or one of several, the GTM Diagnostic is typically the right starting point. It surfaces exactly where the breakdown is happening before we commit to a specific solution. Either way, a first conversation will clarify the right path forward.
Foxbridge Consulting 