What processes ensure sales and marketing collaboration?
Use shared goals, documented lead definitions, SLAs, unified dashboards, and joint planning cadences to make alignment operational, not optional.
Core processes that keep Sales and Marketing aligned
- Align on shared revenue and pipeline goals
- Document lifecycle stages and lead definitions
- Establish SLA-backed lead handoffs
- Implement unified dashboards and KPIs
- Hold recurring joint planning and review meetings
Implementation steps (who does what, and when)
| Step | What to do | Output | Owner | Timeframe |
|---|---|---|---|---|
| 1 | Define shared revenue targets and pipeline math | Revenue plan and coverage model | CRO + CMO | 2–3 weeks |
| 2 | Document lifecycle stages and MQL/SQL criteria | Lead management framework | RevOps | 2–4 weeks |
| 3 | Create SLA for lead routing and follow-up | Signed SLA with response-time standards | Sales + Marketing leadership | 2 weeks |
| 4 | Deploy shared dashboards and definitions | Executive revenue dashboard | RevOps + Finance | 3–6 weeks |
| 5 | Run monthly pipeline and performance reviews | Action plan and optimization backlog | Sales + Marketing + RevOps | Ongoing |
How these processes create collaboration you can measure
Sales and marketing collaboration does not happen through culture alone; it requires operational design. High-performing organizations align on revenue targets first, then reverse-engineer pipeline requirements, conversion assumptions, and coverage capacity. From there, they formalize lifecycle stages, lead scoring criteria, routing logic, and service-level agreements that define how quickly and effectively sales must act on marketing-generated demand.
Unified reporting is critical. Both teams must operate from a single source of truth that reconciles marketing activity, sales engagement, pipeline progression, and closed revenue. Monthly pipeline reviews and quarterly planning sessions ensure assumptions are validated and adjustments are made collaboratively.
At TPG, we refer to this as Revenue Operations governance: aligning process, data, and accountability across the full revenue engine. Our approach integrates CRM and marketing automation architecture with KPI design and executive reporting so collaboration is embedded in systems, not dependent on personalities.
Why TPG? The Pedowitz Group has led hundreds of revenue transformation engagements across HubSpot and Salesforce ecosystems, helping organizations operationalize alignment through structured RevOps frameworks and measurable pipeline impact.
Why The Pedowitz Group (TPG)
- RevOps governance to make alignment repeatable and auditable
- HubSpot and Salesforce delivery patterns for lifecycle and handoffs
- Dashboards and KPI definitions that reconcile GTM and finance views
Explore: Revenue Operations strategy • Marketing Operations Automation • Talk to a revenue strategist
Frequently Asked Questions
A sales and marketing SLA is a formal agreement defining lead quality criteria, routing rules, and required response times to ensure accountability on both sides.
At minimum, teams should hold monthly pipeline reviews and quarterly planning sessions, with weekly tactical syncs when volume is high.
Lead definitions should be jointly owned by sales and marketing, with RevOps facilitating documentation and system enforcement.
CRM, marketing automation, shared dashboards, and revenue intelligence tools support transparency and aligned reporting.
Improved conversion rates, faster response times, consistent pipeline coverage, and revenue forecast accuracy indicate effective collaboration.