GTM Wranglers

Fractional Marketing Operations as a service.  Providing senior-level end-to-end focused Marketing and Revenue Operations leadership and expert tactical (read: hands-on) strength to your marketing and GTM teams.  

Services include:  
Fractional Marketing Automation (Marketo) administrative services for Platform Operations
Marketo/MarTech process/system audits
Staff Augmentation for senior-level marketing operations staff
Sales and Marketing Alignment
Training and upskilling your Marketing Operations team

Founder, Marketing & GTM Operations Consultant

MarketingOps.com

Member

Trimble Inc.

GTM Operations Alignment Lead, Direct Marketing & Sales

Oversee omnichannel Revenue Operations process development, technical deployment, and operational execution for Trimble Connect-and-Scale Digital Transformation initiative. Tightly partner with leaders and team members from Sales Ops, Sales Enablement, Marketing, Marketing Ops, DevOps, and our strategic partners (PwC) to deliver results through process alignment, tech stack rationalization, and technical implementation of GTM technology processes (Marketo, Salesforce, Gong, and others).  Led cross-functional workshops to create a unified Trimble playbook for Lead Management.

Marketo Champion Class of 2022-2023

Digital Transformation Process Owner for Lead, Account, Opportunity Management

Marketing Operations lead for Trimble Construction.  Served on the leadership team for VP of Construction Marketing and oversaw core lifecycle, scoring, consent/privacy, and nurture operations.  Process Owner for Marketing to Sales processes for the Trimble Digital Transformation project.

enable operational excellence in our organization's integrated marketing technology and analytics stack (Marketo, SFDC, Uberflip, Vidyard, Drift, DOMO) for lead-to-cash operations. Marketing Operations process owner for Construction business for Platform/Performance Operations (POPs) which include lead scoring, lead lifecycle, integration process between systems in alignment with DevMOPs, and digital transformation efforts, actively supporting marketers in the US, EMEA, and APAC.

Finalist; Adobe Experience Makers Team of the Year:  2020. 
Marketo Fearless 50 Class of 2019-2020
Marketo Champion, Class of 2021-2022

Senior Manager Marketing Operations

Internal consultant serving as an internal Marketing Operations agency for three Trimble businesses (Buildings, Civil Engineering & Construction, and Geospatial) worldwide, enabling operational excellence in our organization's use of Marketo, Salesforce.com, and our integrated marketing technology stack.  Projects include establishing lead lifecycles across businesses, establishing compliance with GDPR, and training marketing teams migrating from other MAPs on Marketo.

Team nominated for the Transformer Revvie Award at the 2019 Marketing Nation Summit.

Marketing Automation Manager

MOPsters Marketing, LLC

Independent MarTech and Sales Operations consultant focused marketing operations to be more effective with their marketing operations and automation programs.  Marketing automation consultant specializing in Marketo/Salesforce and analytics projects.  

Projects Included
GSMA Limited, Trade organization for the mobile industry and organizer of Mobile World Congress
Eloqua to Salesforce Marketing Cloud technical transition, inbound form strategy, and marketing onboarding.  Developed data and lead flow strategies for new platform and trained US-based marketing team on marketing automation and email marketing best practices.

Omnience Events, a leader in event management and marketing
Leading process development efforts for new marketing automation and sales process deployment, enabling lead to pipeline visibility and reporting for marketing and sales.

RentPath, LLC, An Internet Listing Company for the multi-family industry (owner of The Apartment Guide)
Provided marketing operations leadership concerning best practice of Marketo and the integrated martech stack. Implemented processes to improve campaign ROI measurement.  Improved deliverability to over 95% and led project to restore email sender reputation.  

A leading Private Equity Company for growth capital
Collaborated with senior marketing leaders to develop sales dashboards and prospecting visiblity.

Independent Revenue Operations Consultant

DemandLab

Led clients on implementing best practice usage of Marketo and Sales and Marketing Operations processes, including upgrading/new lead lifecycle processes, enabling and mentoring new Marketo customers, building multi-stage nurture program development, and creating executive dashboards that deliver actionable insights to client leaders.

Senior Consultant, Marketing, Automation & CRM

Elekta

Elekta is a global medical device company that builds and markets radiotherapy devices and software for treating cancer.  I joined Elekta as the Marketing Operations Manager for Region North America and managed one team member.  In this role, I finalized the organization's purchase of Marketo (replacing Silverpop) for Marketing Automation and worked with Global IT, Salesforce Business Leads, Sales Leadership, Marketo Consulting, and my colleagues on the Marketing team in RNA to implement Lead Lifecycle processes and campaign management best practices in North America, in addition to integrating other automation tools into our Martech stack, including Vidyard (video marketing), Cvent, and StrikeIron (for deliverability).  I additionally provided monthly detailed and summary analysis of Sales and Marketing operational performance to Sales and Marketing leadership. 

In 2015, the Marketing Operations role was reorganized into Elekta's Global Marketing team in a Center of Excellence role.  In this role, I led the Marketo launch of our first EMEA multi-touch digital campaign and trained demand generation team members in EMEA and APAC on best practices for using Marketo.  

Results Include:
* Global cross-sell campaign ROMI of over $26M in influenced pipeline and $5M in bookings attributed to Marketing Automation programs
* Attribution analysis on tradeshows and supporting events enabled intelligent cost reductions in conference spend.
* Lead Lifecycle project accepted by Marketo as a 2015 Marketing Nation Summit session.

Marketing Operations Manager

McKesson

Making the news:  Execute on integrated marketing programs, in collaboration with Marketing Directors, through creating, executing, and measuring the results of Marketing Automation programs (using Marketo).  Developed and rolled out lead nurture process and lead scoring methodology in partnership with Sales and Marketing, enabling tighter alignment between Sales and Marketing for demand generation.

Reporting the news:  Deliver quarterly executive Sales Operations Reporting package, measuring bookings performance, pipeline health, Marketing results, funnel conversion, and forecast accuracy.  Support marketing strategy through providing analysis and segmentation/targeting recommendations for marketing programs and setting up report subscriptions through Salesforce.com dashboards and Marketo reports.

Sales and Marketing Operations Manager

Vertafore

Drive effective sales execution, forecasting, and competitiveness through sales process management (Customer Centric Selling methodology), sales territory structuring, tools (Salesforce.com, social selling tools), and actionable insights provided to Sales Business Partners.  Serve as a business partner to Sales Leadership to align people and process to gain superior Sales results.  Additionally, I train sellers and sales managers on sales processes, forecasting, and tool usage.  

Previously administered Carrier/MGA business unit's instance of Salesforce.com (65 users); providing weekly/monthly performance reporting to Sales and Marketing Leadership through regular cadence reports and scheduled SFDC dashboards. 

Additionally, in Marketing Analytics role (2008 - 2009), provide monthly reporting to Marketing VP, managed social networking presences (Twitter and Facebook), managed Google AdWords ad campaigns, and created lead capture methods for measuring trade show and website lead generation efforts.

Sales Operations Manager

Teradata/Teradata, a Division of NCR

Sales consultant collaborating with customers and EDW sales to identify and communicate the value of advanced analytics solutions through compelling sales presentations and predictive financial modeling analysis, influencing over $5M  in sales pipeline per year. 

Additionally consulted customers in billable consulting engagements regarding further leveraging advanced analytics to drive improved operational efficiencies and better consumer insights to drive sales.  

Internally, I partnered with Program Marketing for a competitive assessment of the emerging analytical appliance space, influencing decisions in new product launch and positioning.

Business Consultant

Marketing consultant, aligned to Sales, Product Marketing, and Product Management; develop collateralized product positioning tools and presentations designed to quantify ROI of Retail Point-of-Sale solutions based on operational efficiencies and revenue generation.  

Externally engaged with sales teams and customers in field consulting engagements; aligning retailers' business needs to solutions.  Presented findings and recommendations to internal and external stakeholder management.

Marketing Consultant (Business Impact Modeling)

Enabler of Marketing and Sales Operational Excellence | GTM Operations Leader | 3X Marketo Champion |

A recognized leader in Marketing and Revenue Operations.  My current focus is on helping organizations deploy best-in-class operational processes in Marketing Automation, CRM, and end-to-end revenue operations as a client-focused consultant.  I am a 13-year power user of Marketo Engage, a 2X Marketo Engage Champion, and a 16-plus-year Revenue Operations professional. I have demonstrated and am passionate about excellence in Marketing Operations, leadership, and sustainable work. 

Technology expertise includes:
Adobe Marketo Engage:  5X MCE, 2X Marketo Champion
Salesforce.com Sales Cloud:  Previously certified and power user since 2008
Vidyard/Marketo:  Power user and advocate
Drift/Marketo:  Best practice integrations.
All things data, BI, and data storytelling.

MBA graduate from the Kelley School of Business (2004) specializing in Marketing and Finance.

For #MarketingOperations Appreciation Day, I want to share some thank you's to #MOPs professionals that have influenced me, and present a few wishes. 

🎉 #Appreciations
Mentors and leaders who have helped me grow as a professional and leader
Mitch Diamond
Mike Rizzo
Jessica Kao
Tricia Saunders
Jessica Meyers
Jenny Robertson
Carlos Hidalgo
Darrell Alfonso
Paul Wilson

Rockstar #MOPs professionals and leaders who I love working with
Nick Deboo
Chris Arrendale
Nicole Mossinger
Nicole Burns
Chris Conley
Curtis Massey
Sarah Lebel
Jackie Potts
Brianne Walker
Dell Johnson
Marshall Scott

(last but not least, people in my network that are tremendous collaborators)
Britney Young
Andy Caron
Brooke Bartos
Evan Kubitschek
Grant Grigorian
Courtney McAra 🤠
Sydney Mulligan ☕️
Darshil Shah
Ajay Sarpal ☁
Courtny Edwards-Jones
Jon Westover
Trent Cross
.. and many more to count but I'm limited in space.

Here's my wishes for this year.
💺 A #MOPs leader with a seat at the table in every organization.
🤲 Tighter  alignment with #sales and #customersuccess
👌 More organizations hiring fractional #MOPs experts to raise the game in their companies.
🤟 Every #MOPs rockstar that is #opentowork and wants an agency or client-side job finds them quickly.

----

Additionally, if you work in #sales and #marketing, make sure to give your #MOPs team some love today.  They work hard to keep the engine running and to ensure that you are successful in engaging your customers.  


Chris Willis, MBA

🌶 🌶 Spicy take 🌶 🌶 

Your best Demand Generation person, as technical as they may be, is not the best candidate to be your #MOPs lead admin. 

Why?  

These two roles demand (see the pun?) different skill sets and different focuses.  It's very rare to find an amazing #MOps person who is highly talented in demand generation and vise-versa. 

Your #MOPs person has to know marketing, yes.  However, they also must be systems-oriented to a degree, which causes this role to push back on some of the more "creative" hacks that can go into Marketing Automation when there is little (or no) MOPs governance. 

Your Demand Gen person has to be technically-savvy, yes.  However, they must be focused on the prize of growing the pipeline (MQLs, SQLs, influenced revenue), which tend to take a priority over governance items required to effectively manage the operations. 

These two roles need each other.  However, they are not the same person.

You will regret it if you put a highly technical person in charge of demand gen and campaigns, and similarly so if you put a highly creative marketer with tech skills in charge of #MOPs.  These are two roles.  

They need to be BFFs.  Not two roles in the same body.  

IMO if you can't afford both, invest in your demand gen strategist and hire a fractional #MOPs expert to be their partner in crime (and conscience).  Your customer engagement strategy needs that focus and a leader who is dedicated to your success in this area.  As you grow, you can hire a permanent #MOPs leader as your organization grows and matures. 

Agree or disagree?  I'd love to hear your take in the comments.  

Thanks, everyone that sent DMs today, for the birthday wishes.  

Today is a big one... the big 5-0, and I'm spending time this week (and over the weekend) to reflect on the last decade and assess where I am and my goals for the future.  

In every decade, I have learned to adapt to a new business culture, new technologies, and new ways of working.  

😀 In my 20's, I worked in the client/server and budding web spaces (anyone remember "Powerbuilder" and ASP?). I discovered my love for data when I went back to school full-time to get my MBA in Marketing at Indiana.

😀 In my 30's, I sprouted from business school with a top-20 MBA, a love for marketing, and ambition.  I did stints in product marketing, value consulting, developed a love for digital customer engagement in Business Value Consulting engagements (for Teradata) with Travelocity, Sabre, and several brick-and-mortar retailers on big-data analytic CRM use cases... followed by joining the #RevOps world by setting up Salesforce (and marketing integrations) for Vertafore, landing in Sales Operations, attending my first Dreamforce (Foo Fighters, if you must ask the band), and then getting the opportunity to take on #MarketoEngage with McKesson as a RevOps leader with one of the business units and deciding to go all-in on #MOps. I met a lot of great people during this journey. 

😀 In my 40's, let's just say this was the #MOPs rockstar decade, although I didn't know it as it was happening.  I've enjoyed this journey (especially the last 6 years!).  15+ #Marketo instances (that's just a guess... I believe it's more), working in-house, as a agency consultant, and as a freelancer and most of this time with the Dream Team at Trimble, not only executing on Marketing Operations transformation initiatives, but large enterprise-scale #digitaltransformation initiatives.  I have set up my chops as an expert in CRM and MAP in many of these roles and projects, and (MAP) developed my "Purple blood."  

😀 Starting at 50 today, as a recognized and established leader in this space (you'd tell me if I wasn't, right?), I am consulting again on my own, partnering with some great people who understand what it takes to grow and evolve in this space.  As with every decade, I know I'll navigate the change in technology and working styles with ease, as I've done throughout my life and career.  I believe I'm mastering the partnership and the remote consulting game, and it's only a matter of time till I'll be busy with a slate of clients (both as a partner and on my own) and building these relationships... at least this is my 3-5 year plan at this time. 

-----

What does the next 10 years hold?  Only God knows.  What I do know is that I will flex and evolve to meet the challenges ahead with the same tenacity and winsomeness that I took on the last 10, and look forward to the challenges and the people I'll meet along the way.  

Thanks for being a part of my network.

Things that get passed to you when you tune into the #MOps community.

My jaw dropped when I saw this (thanks Evan Kubitschek for sharing).  Hubspot is the last remaining independent MAP and a purchase by Google would have far-reaching effects on our industry, not only for Hubspot MAP and CRM users. 

I'm still forming my thoughts... curious about yours.  Do you think this actually happens or is this a clickbait rumor mill article?

reuters.com • 1 min read

Exclusive: Google parent Alphabet weighs offer for HubSpot

☘ ☘  A better way to nurture ☘☘

Many demand generation marketers (largely influenced by the design of their tools) look at "nurture" in the same way that we think about a "campaign."  It is a fixed set of emails going out to an audience that engaged in {insert high value engagement here} and purposes to, within {timeframe} to convert to an MQL or Sale... or Bust. 

This has largely been the model for nurturing.  I have seen this model often, and can I let you in on a secret? 

Demand Gen marketers are consistently frustrated with these programs, and will, as a result, replace their "nurtures" with new campaigns in hopes that the next set of content will be the magic bullet that increases conversions from that eBook download.  Perhaps they'll sprinkle in an Outreach sequence from Sales to give it a boost...

This approach rarely works. 

Why?  Because it doesn't align with how buyers actually buy.  The goals of nurturing need an adjustment, and better tools than we use to execute. 

This is why the Engagement Program type from #Marketo (which is rarely implemented according to best practice, but should be) is so powerful.  

Research shows that over 80% of buyers want to (and will) raise their hand when they are ready to buy, and don't want salesy tactics thrown at them until they are ready.  Therefore, if we put someone on a pre-fixed "journey" they aren't prepared for, likely you will get a high abandon rate.  

The goal of nurture, IMO, is to get the prospect to raise their hand. Mainly, this means filling out a sales form, talking to a chat live agent, or visiting your booth at an event.  

Prospects raising their hands trust you as a vendor.  

Therefore, the goal of nurture is to do these things.

1.  Keep your brand top of mind with helpful content (branding)

2.  Leverage intent signals to understand when to "nudge" the prospect toward solution exploration (and raising their hand). 

3.  Engage them based on where they are in the customer journey. 

You need an always-on model that is focused on your key personas (or accounts, or buyer groups) to execute this model well.  

The #MarketoEngage Engagement program allows you to do just that.  This is the best practice that I like:

☘ Start with a buyer persona, industry, ICP element of some type, and map out their customer journey in streams.  The "Education" stream is the stream for people that aren't currently buying but are engaging with your brand.

☘ Include a "problem solving" stream for people showing intent, where you provide proof points for how you can solve their problems.  

☘ When people explore specific solution areas, engage them on those key solution areas, and then when they purchase move them into an Onboarding stream to align with your CSM's adoption process. 

☘ Recycle back to Education (in a customer-focused stream) when they aren't currently in a buying motion, to continue to share best practices, tips-and-tricks, and knowledge. 

I would love your thoughts. 

Everyone was watching The Masters and I didn’t want to feel left out.



This could have been labeled:


My Husband During the Masters
and
Me


What would you add?




#marketingops #marketingmemes

This weekend, I opted to do a digital sabbatical.  I put my phone away on Saturday morning and didn't pick it back up until tonight.  

As a full-time freelancer, I hadn't realized how "always-on" I had become, especially in a season where I am looking to build on my client base.  The constant pressure I put on myself (note:  no one is doing this to me, except for me) to be always available wasn't helping me at all.  

It's important for those of us who consult/freelance/work fractional to take time for self-care.  We can't serve our clients if we are not ourselves healthy.  Let's commit to being healthy in how we run our businesses.  

These steps to "Sabbath" (the word I like to use) are not just good self-care methods, but they are also acts of faith.  Do we trust that the work we sustainably put into our work will speak for itself, and do we trust God with our business?  I believe we need to ask ourselves that question, often.  

Because we can get caught up in the hustle.  When you are a driven A-type person who is good at what you do, and wants the world to know it, it's easy to do.  Therefore, I (and possibly you) need to set up systems to make sure we stay on track not only on our business, but on our life as well.  

#MondayThoughts.  I hope you have a great start to your week.

In the new world of GTM, it will be the companies who...

Put

The

Buyer

In

Control...

That will win in the new marketplace.  Buyer enablement is the name of the game. 

Operations provides the brains that enables the company to understand when , how and IF (because at the end of the day, the lead is a hand-raiser) to engage effectively and in the best support of the buyer.  

🌶 🌶  Spicy takes 🌶 🌶 

1.  The TCO of your MarTech is far greater than the purchase price of your software.  

2.  A MarTech sales rep who is too quarter-obsessed and discounts heavily at the end of the quarter to get you to "buy now" isn't worth their salt.  

The long-term successful AEs are those who are considering the long-term health of their accounts and understand what it will take for their accounts to be successful.  This includes the full TCO of the solution.  Thanks Paul Wilson for the great convo on this item on the #MOPs Unplugged in March (link in comments)

What is the full TCO of a #MarTech solution?

💰 Startup, adoption costs.  MarTech sales rep should ask themselves and the customer if they are prepared to devote time, energy, and people to ensuring the solution is properly installed, integrated, and adopted?  

💰 Ongoing maintenance and management costs.  Does the customer have the proper expertise managing the day-to-day operations of the technology (In #MOPs)?  If the answer is "we have this person in marcom who does {insert creative work only}" the answer is "no." 

💰 Legal/compliance costs.  Given the ethical and legal requirements to maintain privacy and consent, and the fact that most, if not every #MarTech and #SalesTech stores, processes, and uses people's personal information (or "PII" - Personally Identifiable Information), ensuring that you are respecting your audience's privacy, consent, and requirements around opt-out and "right to be forgotten" are paramount.  Whether you comply because you are an ethical and responsible company or you just don't want to be fined (4% of total income for GDPR), these requirements are real. 

💰Of course, the license fees of the software itself (which includes the contractual price-ramps for automatic renewals... check your contract).  However, when you consider the costs above, this is just a fraction of the Total Cost of Ownership (TCO).  

Many #MarTech implementations fail because all of these costs aren't considered up-front, and Sales reps who don't build long term careers and job-hop (or are constantly falling below quota with one or two great years) push their customers toward short-term decisions (buy because of this awesome discount!) and don't prepare them to be successful adopters and advocates of a solution.  

------

#Sales reps:  Please (for the sake of your customers), be the kind of reps that give this full story and prepare your customers well for adoption.

#Marketers and #MOPs buyers:  Let's be the types of buyers who look at this full cost and prepare well for adoption, and don't succumb to the "shiny object syndrome" or "tyranny of the urgent" trap that we can easily fall into. 

The MQL needs a rebrand and needs to retool. 

(That is, if it's still relevant... more to come)

The shift in buyer preferences for less sales contact... over 80% now don't want to get cold outreach outside of a hand-raise... and the ability through ABM technologies (like #Adobe AJO-B2B, coming soon) to better group and engage buyers in B2B as buying groups for accounts, requires that we evaluate our tactics for marketing and sales engagement, with the "Sacred" MQL handoff being one of them.

Here's my point of view, based on my experience working with marketing and sales teams... outside of a hand-raise, the MQL is now pretty much worthless.

I define a "hand raise" as this:  Someone reaches out to your company and specifically asks a sales rep to meet with them.  

Any cold outreach short of this should be considered risky to your brand.   

Not every MQL deserves a call.  If they aren't a decision-maker in a buying group, they may better be part of an extended marketing nurture (nurture meaning:  I am getting them to trust my brand vs. quickly buy stuff).

Does this mean that the "Sales Accepted Lead" may go away?  Perhaps.  Perhaps also the "Sales Qualified Lead."  In an account-centric world, identifying a person as part of a buying group likely means more to you than a stage in a lead funnel does.  

Does this mean that cold calling is dead?  No, but it must be informed, engaged with skill, and with people who really can move your relationship with the account forward.  Marketing teams need to give sellers insights that enable them to have intelligent conversations with buyers and build rapport... and based on most sales outreach we see, this is lacking.  

What should be said is that in a world where MQL's are deprioritized toward ABM tactics, that #MOPs is more critical to your organization than ever before.  Why?  

Because your need for process and data have just skyrocketed.  The increased need for buyer and account intelligence requires more, not less, from your processes, systems, and organization.  

We need to start developing these skills, if we haven't already.  It will require that we become better data experts, more familiar with good data structure and practices, and more familiar with less "lead-centric" tools.  

Are we ready for this?  I hope that we are, because it is an exciting world. 

Three years ago, I was first named as a #MarketoChampion.   I can tell you that, aside from my MBA, this was one of the biggest boosts to my career that I've received.  I'm thankful for a number of mentors and advocates that helped me create a stand-out application for the 2021 class, and this webinar -- hosted by a group of Marketo Champions, will provide you with some of these same tips for making sure that your application stands out and that you can stand out as an advocate. 

I highly recommend applying... and recommend attending this webinar to prepare for such a competitive honor.

mugs.marketo.com • 1 min read

How to Submit a Standout Adobe Champion Application | Marketo

Technical debt isn't built in a day.

Typically, large amounts of technical debt in an Operations stack is the culminative effort of several small decisions, some intentional, that if left unchecked can create a significant amount of cleanup.  

It's not unavoidable.  Ad-hoc processes get created for many reason and many times they are legitimate.  These may be bridge processes or items created to support a key initiative.  

However, the way that you manage the inclusion of known tech debt can help you address it in a scalable manner.  How?

📃 Document updates to your stack when new changes are made. 

🖋 Make a note if something is getting created for a bridge solution or a limited focus effort.  Have a plan for sunsetting these processes, otherwise these temporary things can develop a degree of permanency.

✊ Conduct reguhlar clean-up sessions to address debt as you go.  Perhaps you can traeat this as your technical "debt snowball" project.  Addressing and reducing debt as you go can be a good approach to avoiding the "shock" of seeing the amount of tech debt that has built up over years of decisions.  

--------

To be honest, technical debt is going to happen.  Business is dynamic and many times we don't have the margin to do everything right at the first time (especially in a high-growth mode).  You can, however, manage effectively with good #MOPs governance to ensure that the debt you maintain does not create more issues than necessary.  

Question for my #MOPs network.

What is the most secure? 

Comments welcome... please vote in the poll.  

How do you enforce your Service Level Agreements with #Sales? 

1.  Ensure that you truly have buy-in on the definition of a "lead" among both teams.  Lack of agreement = lack of alignment.  You need to gain agreement on two levels:

😀 Level of activity:  Does the prospect engagement warrant sales putting time into outreach?  

😀 Data completeness:  Is #Marketing providing the right amount of data for sales to confidently take action?  Read:  Not everything on the Sales wish  list, but a reasonable "Minimally Viable" criteria. 

😀 Fit scoring:  If you operate in a space where you are selling into a specific industry or buyer group, ensuring that only leads that fit that criteria are sent (and that data in the CRM is designed to deliver this answer. 

2.  Ensure that you have the support of Sales leadership around lead follow-up goals for leads that meet the above criteria. 

3.  Ensure that you have reporting in place that is transparent and used by both Sales and Marketing to determine if follow-up is being conducted based on the agreements and what the lead quality, based on #Sales feedback, looks like.  

Without these measures, your agreement may not be a real agreement, and then you just have an argument, which doesn't help either Sales or Marketing. 

Taplio

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