Strategy

In the modern landscape, marketing, sales, and customer success leaders are facing a challenge where they are surrounded by more technology and information than ever before, yet siloed data and complex stacks often feel like an obstacle course rather than a growth engine. Most leaders feel that their technology is underperforming, but at the same time, there is a significant portion getting unused. The hard truth is that the issue is rarely the technology itself. Instead, the roadblock is usually rooted in the strategy, how the tool is used, and the level of adoption. Turning systems into a growth engine requires a shift in mindset, where leaders use a strategic approach and change enablement for technology that drives measurable business impact.

To get the highlights on how to approach this, continue reading below. To get the full deep dive, watch Part VI, Tech That Grows With You (Not Against You), of the Built to Buy Series.

 

The Challenge: Complex tech stacks falling short

Over the years, growth leaders have been in a cycle of “Have a problem? Buy a solution.” Over time, this has led to fragmented systems, manual workarounds, and disconnected data, leaving teams drowning in clicks and frustration. The average large enterprise has over 600 applications (WalkMe Inc.). Leading to tech stack bloat, underutilization, and underperformance. 

• 55% of organizations fail to manage their full portfolio of tech projects, along with their interdependencies (Boston Consulting Group).
• 54.9% of companies shared that their technology underperforms according to their expectations (The CMO Survey).
• 44% of marketing technology gets underutilized (Deloitte).
• Only an average of 33% of martech stack capabilities get used (Gartner).

Historical technology purchases were made with the best intentions. The team member, team leader, or the buyer would identify a real pain point, see a promising new tool, and genuinely believe, “This solution is going to help solve it.”  Based on the level of investment of time, money, and organizational energy required, they moved forward, implemented the system, and added it to their tech stack, eager for the promised returns.

Which begs the question: how did organizations get to a place where that initial optimism was replaced by daily frustration? How did this technology, meant to empower them, feel more like a roadblock, with systems that are not meeting the expectations of the people using them, and are not maximized to their full capabilities?

Root causes of technology underperformance and underutilization

There are a few root causes for technology falling short, and most of the time, it is not the technology itself, but rather how it is approached and then rolled out to teams. 

1. Missing a strategic approach that considers the bigger picture

When technology is approached as a point solution to fix one singular challenge, there is a lack of strategic planning that considers how the technology fits into the bigger picture of the organization. Such as: 

• How will this technology align with the business strategy?
• How will it contribute to the desired end experience we want to give to our customers?
• What are the goals that we want to achieve with this solution?
• How will it fit with how our people operate?
• How will it integrate into our data strategy?
• How will this technology work with the other systems we already have?

A symptom of technology not being aligned with the business strategy was a trend found in the 2025 Trilliad Sustainable Growth Study. The study surveyed 350+ growth leaders, and 1 in 3 admitted that their alignment strategy stops at the planning phase. Meaning that their strategy for cross-team collaboration throughout the customer lifecycle is not consistently being executed on, because the technology that marketing, sales, and customer success use daily does not reflect the strategy.

Without the critical step of strategic alignment of both the broader business aspects and the human impacts, the system will often fail to meet expectations and become another silo.

2. Lacking effective change enablement for the people

Successful technology transformations are not just about the tech itself, but about ensuring people are motivated to adopt the changes. Without effective change enablement that considers how people operate today, how the technology will impact their processes, and provides the tools, guidance, and support needed to ensure sustained, successful adoption, then technology will continue to be underutilized, leading to underperformance.

Without effective change enablement that considers how people operate today, how the technology will impact their processes, and the training and communication needed to ensure sustained, successful adoption, then technology will continue to be underutilized, leading to underperformance.

An example of this is now being seen with AI projects. Up to 90% of AI projects are failing to scale beyond the pilot phase (Forbes), which would also cause 80% of organizations to say that there is no tangible enterprise-level EBIT impact from AI investments (McKinsey & Company). A major factor is a lack of effective change enablement for the people. 70% of AI project failures are organizational (Adaptovate). 

Even the best ideas or technologies can fail if people don’t embrace them. When people are not enabled to effectively use the technology, there is a lack of communication in the plan and value behind it, or it turns into more of a roadblock for how they operate, they will resort back to what they know because “It just works.” Causing an overall lack of sustained adoption.

A customized, human-centric Change Enablement approach that guides the teams through the transformation with persona-specific communications delivered in a variety of ways, advocacy activities to encourage peer engagement, information and support leaders need to guide their teams, and robust role-based training and post-launch support ensure all stakeholders are aligned and actively driving toward a lasting impact.

Stopping the cycle of disparate systems that underperform and are underused requires a mindset shift for maximizing the technology already in place and continuing to evolve platforms with the latest solutions available.

The Solution: Implementing a strategic approach and change enablement for technology that drives growth

To effectively approach technology, it needs to be thought of as a growth engine rather than just mere overhead. This mindset shift guides leaders toward considering the big picture and the people involved to get the most out of the systems they currently have, and when evolving technology. 

Maximizing systems: The strategy for assessing current technology

To maximize technology in place, it first needs to be evaluated to identify gaps. Where is it currently not meeting expectations, where it is being underutilized, and what areas need advancing to enable people to be as effective as possible with engaging our customers and building lasting connections?

There are four areas in which technology should be assessed to help guide teams toward effectively maximizing what they need. 

• People & Adoption: How are your people using the technology? Do you have enablement in place to support your teams and ensure sustained and effective adoption? Are you continuously listening to your users to determine system effectiveness?
• Strategy: Is your technology aligned with your strategy? Do you have a plan in place for how the technology will be used and how it will drive business value?
• Capabilities: Is the technology being used to its full potential? Does the technology do what we need it to for our people and our customers today? If yes, what about six months from now?
• Data & Integration: Is the system’s data locked in a silo? Is the data being used, and how so? To what level would you say that the data in the system is accurate and reliable?

For a full list of questions to consider in each area and to start applying this strategic approach for assessing technology at your organization, download our Technology Assessment Guide.

 

Answering these questions will help growth teams define the biggest areas of need with their technology, and start to define the system optimization projects they want to pursue to actually maximize what they have.

Prioritizing technology optimization with an actionable roadmap

After completing the technology assessment, teams can often feel overwhelmed when looking at the long list of needs within their tech stack. The key to gaining momentum is not to try and fix everything at once, but to prioritize projects based on a balanced scorecard of business impact, effort to execute, organizational impact, and the dependencies involved.

By categorizing your initiatives, you can create a roadmap that balances quick wins with long-term strategic transformations:

• Business Impact: Tying projects to business impact ensures that efforts are focused on high-value initiatives. Ask: Will this move the needle on revenue, customer retention, or lead conversion? If the project can’t be tied back to a core KPI, it might be a vanity project rather than one that should be prioritized for the growth engine.
• Level of Effort: Evaluate the resources required. Is this an out-of-the-box configuration change (low effort) or a custom API integration that requires months of development (high effort)?
• Organizational Impact: Consider how many people this affects. A change to the CRM affects every seller, while a change to a niche social listening tool may only affect a small subset of marketing.
• Dependencies: Identify the “domino effect.” Does the new lead scoring model depend on a data cleanup project that hasn’t started yet? Mapping these interdependencies prevents projects from stalling mid-execution.

Take a deeper dive into the considerations for building your technology roadmap, with this example of how the Sercante experts apply this approach for AI in this on-demand webinar. To get support with creating your AI roadmap, reach out to the Sercante team.

Strategically evolving technology to enhance experiences at scale

The latest developments happening in the technology landscape with data and AI are making it possible for growth teams to converge solutions and be more effective at what they do. It poses a great opportunity for organizations to embrace innovation and meet their buyers where they are through emotionally resonant experiences that drive growth in ways that have never been done before. However, evolving technology shouldn’t just be about adding “the next big thing”. It should be thought of through an impact-driven lens that asks: 

• Does this solution specifically remove friction from the buyer’s journey?
• Does it empower the team to impactfully engage buyers at scale?
• Does it enable smarter decision-making with actionable insights?

If the answer is yes to any of the above, then it should be considered, but further grounded with a view of the big picture: how it aligns with the business strategy, integrates with core processes, fits with the people and buyers, and how it connects to the data strategy and the current systems in place.

Implementing effective change enablement for sustained adoption

Even the most sophisticated technology will fail if teams do not actually use it. This is why change enablement is critical when shifting how a process is done in a current system, or new technology is being added to what growth teams use to continue to evolve capabilities.

Effective change enablement requires understanding what success looks like, how the technology is currently being used, and what skills might need to be developed to create tailored training and documentation by role to close any gaps and ensure sustained success. In addition, it requires clear and transparent communication with the end users. The teams involved need to understand what the intended goal is for the rollout of the solution and how it will drive value for the organization. 

To ensure tech initiatives result in sustained adoption, follow this Change Enablement Checklist:

• Identify & Respond: Start by listening. What are the specific pain points your team faces? When end-users are involved early, it reduces the “fear of the unknown” and builds internal champions.
• Define & Design: Clearly define the new process before building the technical solution. Technology should automate a well-defined process, not just try to fix a broken one.
• Listen & Inform: Maintain a continuous feedback loop. Communication shouldn’t be a one-time email on launch day. It should be a steady stream of updates that explain the why behind the change.
• Prepare & Sustain: Provide tailored training that meets people where they are. Since most people only retain about 34% of what they were taught within 24 hours (Harvard Business Review), ongoing support, documentation, and “office hours” are recommended to reinforce the new way of working.

Learn more about how this change enablement checklist is applied with AI initiatives, with this on-demand MarDreamin’ session, Empowering Your People: Nailing Change Enablement for AI Rollouts. To get support with creating and executing an effective change enablement strategy, reach out to the Sercante team.

 

Approaching technology as a growth engine

The difference between technology that feels like an obstacle course and technology that acts as a growth engine is often not rooted in the technology itself, but rather the strategy and change enablement applied to ensure it is aligned with high-value business outcomes and successfully adopted for long-term success. It requires a commitment to ongoing evaluation and advancement through a roadmap that prioritizes impact. Applying this mindset will guide growth leaders to overcome the challenges of their complex tech stack and empower their people to do what they do best: build meaningful connections with their buyers that drive sustainable growth.

We’ve all been there: a high-energy workshop, sticky notes covering the walls, and a beautifully documented plan for how marketing, sales, and customer success will finally work in perfect alignment. But then Monday morning hits. Teams retreat to their respective silos, the slide deck gathers digital dust, and the seamless experience promised through stronger alignment remains a myth to your buyers and your teams. To move from just talking about alignment to action requires applying your strategy to the systems your growth teams use daily and approaching your technology with a playbook for sustaining lifecycle alignment.

To get the highlights on how to approach this, continue reading below. To get the full deep dive, watch Part V, Stay Synced: The Technical Playbook for Lifecycle Alignment, of the Built to Buy Series.

The Execution Gap: Trends of Modern B2B Growth Teams

Alignment is easy to talk about but notoriously difficult to operationalize. According to the 2025 Trilliad Sustainable Growth Study, 1 in 3 growth leaders admit their alignment strategy stops at the planning phase. They have the vision, but they lack the technical execution to make it a reality.

This execution gap is often the deciding factor between those who grow and those who struggle. The same study found that twice as many high-performing organizations act on their alignment strategy compared to struggling ones (48% vs. 23%). The winners aren’t just better at planning. They are bringing that alignment directly into the technology their growth teams use every single day, from the CRM and marketing automation to analytics, revenue intelligence platforms, and more.

The Challenges: Complex Tech Stacks. Siloed Data. Limited Resources.

However, there are a few major challenges that growth leaders are facing when it comes to applying their alignment strategy to their technology. For starters, a complex technology stack, where the average large enterprise has 600+ applications (WalkMe Inc.). Historically, organizations have been in the habit of: Have a problem? Buy a new piece of technology. Doing so creates tech sprawl and a tangled web of siloed data spread across disparate systems. Making it more difficult for marketing, sales, and customer success to collaborate across the customer lifecycle.

The other challenge is having the resources needed to effectively approach the technology, so that it aligns with the alignment strategy. Organizations may not have the in-house expertise or bandwidth that it takes for the right setup, and they may not have any documentation on how the system was historically configured to know where to start.

Overcoming these challenges does not happen by attempting to solve everything at once. Progress is made by establishing the end goal, setting the right vision, and then creating a prioritized, actionable roadmap for your teams, data, and technology to result in the desired outcome. Enabling you to action your alignment strategy with an approach that is grounded in business outcomes. This transition from high-level strategy to everyday reality begins with building a technical playbook that turns your theoretical journey into a functional system of alignment.

The Technical Playbook for Sustaining Lifecycle Alignment

To move from “random acts of alignment” to a sustained engine requires bringing your customer lifecycle mapping into your technology. Part I of the Built to Buy Series, Walk Your Funnel Like a Customer, discusses how to approach mapping your customer lifecycle through the buyer’s point of view. Using this customer-centric mindset as a guide during alignment operationalization is critical. Because it keeps the question, “What will this experience feel like to our buyers?” at the forefront, ensuring that alignment processes are being designed for how the buyer will actually engage with the team, to create better buying engagements that build trust and create deeper relationships.

Making the buyer’s stages throughout the customer lifecycle visible in the technology is the starting point of what teams should be thinking about when establishing an operational system that supports sustained alignment, along with a few core automations, feedback loops, and realignment triggers.

Make the lifecycle visible in your technology.

Your lifecycle stages, handoffs, and definitions shouldn’t just live in a slide deck. They need to be represented as actual fields, statuses, and reports within your CRM and marketing automation systems. Not having the customer lifecycle stages represented can result in fumbled handoffs between marketing, sales, and customer success. Leading to mistrust, a lack of accountability among teams, a leaky funnel, and friction in the buyer experience. Therefore, how the stages are implemented is critical to think through when approaching your technology to support sustained alignment.

Consider core automations and AI functionality to streamline processes.

To create a system that is scalable for sustaining alignment, teams should think about which automation and AI functionality they can use to streamline processes. Four foundational automations to consider are:

• Lead Qualification: Scoring and grading to prioritize the right leads at the right time for sales.
• Routing: Automatically connecting qualified leads and accounts with the right owners.
• Status Updates: Moving records through the lifecycle based on triggers.
• Alerts: Notifying the team when a lead has sat for too long or needs immediate follow-up.

Applying these automations makes key transitions in the buyer’s journey smoother and fosters tighter collaboration between teams for seamless handoffs that build buyer relationships rather than erode trust.

Keep open lines of communication with feedback loops.

Sustaining alignment requires capturing the “Why.” Why was a lead disqualified? Why did an opportunity stall? By building “lost reason” or “disqualification” fields, you collect data-driven insights that allow marketing and sales to have objective conversations about shifting lead quality or handoff timing. Empowering teams to be proactive about when they might need to realign or refine a process.

Define potential red flags that would trigger realignment conversations.

Think of these as an early warning system. By building reports that surface “red flags”, such as conversion rates between stages dropping, deals sitting in a stage for too long, or overall pipeline velocity slowing, your system points to problems before they become a major challenge. 

Realignment triggers and feedback loops complement each other as methods for fostering meaningful, data-driven conversations between marketing, sales, and customer success that sustain alignment beyond initial execution.

Taking the Next Step: The System of Alignment Checklist

To apply this playbook to your own organization, download the System of Alignment Checklist. It guides marketing, sales, and customer success teams to think through how their alignment strategy is executed in their technology. Starting from having lifecycle stages present to established processes for handoffs and follow-up, through the data-driven mechanisms of feedback loops, realignment triggers, and shared reports that will support proactive conversations for sustaining alignment and stronger collaboration.

Answering the guiding questions in each area helps teams to identify what they might already have set up in their systems, what’s missing, and what might need revisiting for optimization. The end result provides a clear visualization of the gaps in your systems and a better understanding of the areas that would be the most impactful places to start when creating your roadmap to effectively implement your alignment strategy into your technology.

Executing sustained alignment: a growth differentiator

A major factor separating high-performing organizations from struggling ones is effectively executing the alignment strategy. Doing so requires moving past the planning phase and bringing it into the systems that growth teams use daily, from implementing lifecycle stages to establishing shared reports. Applying a technical playbook to create your system of alignment through an established vision and a phased roadmap is how you successfully take alignment from conversations in a meeting to sustained, successful execution that delivers a seamless buying experience.

As a buyer, we’ve all been there. You fill out a form, wait to hear from sales, and then maybe you receive a piece of content that isn’t relevant to you, or you find yourself repeating what you shared in the form later on a call. And what happens? You find yourself starting to feel less and less confident about the brand because your experience hasn’t been seamless. What we don’t think about as buyers is what the seller is probably experiencing in the CRM and how the data, or the lack thereof, is impacting their interactions with you. 

When the CRM is a roadblock rather than a revenue driver for sellers, it negatively impacts the buying experience in addition to sales performance. In today’s modern era, where buyer expectations are rising and marketing, sales, and customer success teams are under more pressure to drive growth with tighter budgets, it is critical that they prioritize optimizing core functions to deliver the best experience possible for buyers. An essential piece: optimizing the CRM seller experience.

To get the highlights on how to approach this, continue reading below. To get the full deep dive, watch Part III: A Better CRM for Sellers = A Better Experience for Buyers, of the Built to Buy series.

Why the Seller Experience Must Be a Growth Priority

For marketing, sales ops, and revenue teams, optimizing the seller experience isn’t just a nice-to-have operational fix. It is a critical growth lever.

• Impact on Sales Performance: Unfortunately, the majority of a seller’s day is not spent selling. Only about 28% of their time actually is. (Salesforce) The rest of their day is consumed by manual data entry, hunting for siloed information, and navigating non-optimized processes. When the CRM experience is clunky, difficult for sellers to find what they need, not aligned to their sales process, or not reinforcing their training best practices, it slows them down, continuing to hinder the time they do have to sell, acting as a roadblock to their performance.
• Impact on the Buying Experience: Buyers are not thinking: Am I in a marketing, sales, or customer success experience? They see one singular brand experience. When a CRM is friction-heavy, sellers can show up to calls sounding unprepared, while buyers find themselves forced to repeat information they already gave to marketing, making the brand seem not in tune with their specific needs. According to Gartner, 77% of B2B buyers reporting that their last purchase was very complex or difficult, it shows that these experiences are happening more often than growth teams probably realize. Any internal friction added erodes their trust.

To empower sellers to achieve higher performance and deliver the best buying experience possible for customers, optimizing the seller experience in the CRM is a must.

Through the Seller’s Eyes: How Marketing Can Help

The buyer’s experience is everyone’s responsibility, and marketers can play a pivotal role in helping to improve the seller experience. For marketers, when the CRM is aligned to core sales processes and optimized to how sellers actually work, it makes it easier to collaborate, streamlines the marketing to sales handoff, and ensures fewer leads fall through the cracks and more of the right leads form meaningful connections with your brand.

To fully understand what a seller’s experience is in the CRM, the strategy needs to be approached from the seller’s perspective and knowing what matters to them.

To a seller, more data does not always mean more value. When a lead hits their queue, they are looking for clarity on two simple questions: Who are you, and what should we be talking about?

Marketing can significantly improve the seller experience by shifting focus from data quantity to context quality. Instead of throwing more data over the wall, marketing should provide the connective tissue that tells the buyer’s story. This includes:

• Prioritization: Is this a “hot” hand-raiser or someone in an explorative phase?
• Relevant context: What specific content did they consume? Knowing if a prospect looked at a pricing sheet versus a top-of-funnel blog post changes the entire sales approach.
• Laser-focused data: Provide only the key data points needed to frame a strategic conversation rather than overwhelming the seller with noise.

Having a conversation with sales to understand what questions they are asking themselves when a lead comes through, how they prioritize follow-up, and how they are gathering resources and data to create a strategy that will guide future sales conversations can help the marketing team focus on the right data when passing over leads and collaborating with sales to improve the seller experience.

A Strategic Approach to a Better CRM Experience

To turn your CRM into a growth accelerator, teams should take the following strategic steps:

1. Map the processes: Outline every step of the sales process alongside the buying process to see how it currently aligns with your CRM setup to see where there is misalignment.
2. Spot the silos: Identify swivel-chair work: tasks that force sellers out of the CRM and into spreadsheets or disparate systems.
3. Identify opportunities for AI & automation: When thinking through the steps in the sales process, highlight the repetitive and mundane tasks that could be streamlined with AI and automation. This can free up time and brainpower for sellers, so they can focus more on the customer.
4. Approach with a customer-centric mindset: As the team considers what improvements could be made to the CRM for the seller’s experience, ask: What will the end experience feel like to the buyer? Keeping this in mind will guide CRM optimization initiatives to be designed not just for internal processes, but for the experience the buyer expects.  

Shifting the mindset to approach the CRM as a system that can be a revenue driver rather than a roadblock for sellers, and keeping the buyer’s experience at the forefront, is the beginning of optimizing the CRM. The next step is understanding the current state of the CRM seller experience.

The CRM Seller Experience Scorecard

Getting a baseline from your sales team on what their experience and sentiment are with the CRM allows teams to identify in which areas they may want to improve first. 

Ntuli introduced the CRM Seller Experience Scorecard to evaluate the CRM across five key criteria:

• Level of Adoption: Is the system easy to use, or do sellers dread logging in?
• Level of Data Visibility: Is the must-have data readily available at their fingertips?
• Level of Automation Use: Is automation being used to eliminate manual tasks?
• Amount of Manual Data Entry: How much manual data entry is being done?
• Data Reliability: Do sellers trust the data in the CRM?

Each area is rated on a scale of 1 – 10. Anything from 1 – 4 is the sign of a roadblock. Anything from 8 – 10 is considered optimized.

Download the CRM Seller Experience Scorecard to do this exercise with your team.

Any area that is identified as a roadblock shows teams where they might want to focus first. To ensure CRM optimizations are effective, Sercante’s Strategy Director, Jenna Packard, and Change Enablement Director, Debra Engels, recommend using a phased roadmap that considers the level of impact on the business, the level of effort to implement, and the effect it would have on the people involved. Tune into Part VI: Tech That Grows With You (Not Against You), of the Built to Buy series to hear their approach.

A CRM Seller Experience That Drives Growth

A CRM that works against your sellers is a CRM that causes friction for your buyers. When sales can easily get what they need in the CRM, spend less time and brainpower on mundane tasks, be supported with reinforced training, and access key insights to have meaningful conversations, they have a seller experience in the CRM that supports meaningful conversations, building real connections that drive lasting growth. Giving today’s buyers the experience they expect.

Clunky handoffs between marketing, sales, and customer success are one of the most common ways teams lose momentum, drop leads, and tank trust—costing you customers. Whether it’s a hot prospect that never makes it into a rep’s queue or a new customer who has to re-explain everything they shared in discovery, these gaps compound. Which is why aligning sales, marketing, and customer success for seamless handoffs is so critical to delivering the smooth journeys today’s buyers expect.

The Sercante team shared their insights about how to approach aligning across teams for efficient transitions in Part II, Stop Dropping the Baton: Fix Your Handoffs, of our series, Built to Buy Designing the B2B Journeys Your Buyers Actually Want. The highlights from the conversation are below. Watch the full episode to get all the details.

Clunky handoffs are stunting your growth

When a buyer is easily transitioned from one department to the next, it breaks down their trust in your business. This loss of trust ultimately hurts the longevity of their potential relationship with you, impacting customer lifetime value before it has a chance to grow.

Other statistics show the impact on revenue when the teams don’t have strong cross-team collaboration for smooth handoffs.

• 10%+ of annual revenue is lost due to poor cross-team alignment (Demandbase)
• 70%+ of leads are wasted because of delayed response times (Credofy)
• It’s 5x cheaper to retain a customer than to acquire a new one (Forbes)—yet many teams fumble the transition from sales to customer success, weakening loyalty and shrinking lifetime value.

You have probably seen the above statistics before, so why does this matter now? In today’s modern era, buyer expectations are higher than ever. People don’t have the patience anymore to wait around to be followed up with, repeat themselves over and over, and if they feel like a company isn’t in sync with them, they’ll move on to the next option. 80% of buyers say that the customer experience is as important as the product itself (cropink.com, 2025), while 77% of buyers said that their last purchase was very complex or difficult (Gartner). 

Therefore, creating stronger alignment and fixing your handoffs isn’t something that can be ignored.

Approaching alignment with a customer-first mindset

Approach these conversations through a customer-first lens. Think about it, if you were your buyer, what does the journey feel like today? What could be done to make it better? Answering these questions will help to focus your marketing, sales, and customer success teams around the same outcome: a seamless buying process. As you identify your areas of opportunity, write them down, and then soon you’ll be able to start digging into the customer lifecycle and the processes happening internally.

In Part I, Walk Your Funnel Like a Customer, of the series, the Sercante team shared their expertise on how to approach this exercise and then map your customer lifecycle to think about how you can define your stages, establish who owns what, improve data visibility, and create feedback loops.

Walk your funnel like a customer.
Take one of your latest customers and look at every touchpoint they had with you. How long did it take before they were followed up with? Were they waiting at all? At any point was the handoff clunky? Write it down and you’ll most likely find a few areas for improvement.

Map your stages and define ownership of each stage
Internally, what are all the stages of the customer lifecycle? Who’s responsible for what? What’s the entry and exit criteria for each stage? What happens during the transition? Make it clear.

Get the right data in front of the right people.
Visibility is everything. If customer success can’t see sales notes, or sales can’t see marketing engagement, your buyer is repeating themselves.

Build feedback loops into your process.
Alignment isn’t one and done. Create recurring meetings and shared reporting to stay in sync and fix issues before they grow.

Establishing this customer-first lens and starting to map your customer lifecycle helps to set your team up for success for the deep-dive alignment conversations throughout the different areas of the funnel.

From marketing to sales: clarify expectations with an SLA

There are several aspects that go into having strong cross-team collaboration across marketing and sales: accountability, trust, shared definitions, metrics, and reports. It can be overwhelming when looking at it as a whole. Therefore, one of the best ways to get started, as Angelica Cabral said, “Put it on paper.”

That’s where a Service Level Agreement (SLA) comes in. This doc helps teams define shared definitions, response expectations, and metrics for success. It doesn’t have to be fancy. But it does have to be clear.

Here are a few guiding questions to get started:

• How do we define a Marketing Qualified Lead (MQL)? A Sales Qualified Lead (SQL)?
• What triggers the lead handoff from marketing to sales?
• What will marketing and sales do during the handoff?
• What’s the expected response time from sales once a lead is handed off?
• How many touches should sales make?
• What metrics are both teams tracking (e.g., conversion rates, speed to lead)?
• Where will shared reports live? How often will we review them?

You can use Sercante’s SLA planner to help organize all your thoughts and use that as a base for starting to build your roadmap.

From sales to customer success: it’s a hand-hold

The customer lifespan doesn’t end at conversion. As a result, the collaboration between sales and customer success should act more “like a hand-hold” as Sara Hernandez put it, rather than a hand-off, to continue to grow the customer relationship.

To keep the experience connected, similar to the SLA exercise, the Sercante team shared the Post-Conversion Customer Alignment Guide that your teams can use to help approach the critical alignment conversations of how you’ll continue to coordinate in sync as the buyer converts.

Here are some guiding questions to get started:

• What information needs to be shared from sales to customer success and vice versa?
• What is the ideal timeframe to bring customer success into the loop?
• Where should the deal context live (and how do we keep it updated)?
• What KPIs are we tracking across sales and customer success (e.g., retention, upsell, NPS)?
• How often are we meeting to review customer progress?

Having these conversations gives your team a starting point to understand where your gaps are, where you may already be aligned, and how you can start making improvements to deliver a better buyer experience.

Don’t stop at the planning phase

A word of caution to keep in mind is: after your teams have these alignment conversations and document everything, your alignment strategy then needs to be executed. According to the 2025 Trilliad Sustainable Growth Study, where 350+ senior B2B go-to-market leaders were interviewed, 1 in 3 admit that their alignment stops at the planning phase.

Without actually executing your alignment strategy, change won’t happen, and your buyer will continue to feel clunky handoffs in the buying process.

Therefore, after you have your alignment strategy all set, take the next step and bring it into your technology, the systems that your go-to-market teams use every day, such as your CRM and marketing automation systems, to ensure that your SLA and Post-Conversion Alignment plans actually get put into practice for sustained alignment.

Seamless handoffs lead to scalable growth

At the end of the day, this isn’t just about process hygiene. It’s about the full experience your customer has with your brand and whether they choose to keep investing in that relationship.

By improving your internal handoffs, you can:

• Deliver the buyer experience, your buyers actually want
• Increase retention, loyalty, and customer lifetime value
• Reduce lead leakage and missed opportunities
• Strengthen cross-functional trust and accountability
• And make it a whole lot easier to hit those revenue targets

Because when your teams are aligned, your buyer feels it. The experience is smoother. The trust is stronger. And the results? They start compounding. 

To bring in an expert resource and a strategic partner to help put your alignment goals in motion and build scalable processes that deliver seamless customer experiences, reach out to the Sercante team. We’ve helped thousands of teams succeed and bridge the gap between vision and reality for buyer experiences that build real connections and drive lasting growth.