Not a routing tool. Not a scoring model. Not another SLA template that both teams ignore by February.
A structured interrogation framework. 38 questions that expose the real break point between marketing and sales, kill the blame game, and turn Monday morning finger-pointing into actual revenue intelligence.
In a mid-market SaaS company, the same argument happened every quarter.
Marketing said the leads were qualified.
Sales said they weren't.
The room took sides.
An enterprise revenue strategist sat in that room for three years.
He built a framework to find out who was lying.
The answer was worse than he expected.
Both of them were.
He will never enter another corporate office.
He will never sit in another forecast meeting.
If you want the thinking, the framework is the only way.
Everything else is gone.
The tools you already have told you the leads were qualified. Then the quarter missed. The problem was never the tools.
It was the questions nobody was asking — on either side of the handover.
A 38-question interrogation framework across four sections. Each question carries its mechanism, what the answer reveals, and the red flags that mean the handover was broken before it started.
Dispatched to practitioners. These are their reports.
Ran the Lead Quality Autopsy on our last 20 rejections. Fourteen of them were bad briefs, not bad leads. That conversation with the CRO went very differently than the previous six quarters.
Question ten in section one. I read it out loud in a pipeline review. Nobody could answer it. That was the end of the argument about lead quality for about two years.
I've watched the marketing and sales handover argument for eleven years. Same fight, different people, different company. Marketing says qualified. Sales says garbage. Quarter misses. Repeat. This framework is the first thing I've seen that stops the argument by making both sides prove their position. We ran the Alignment Reality Check before our Q3 review. Three of the ten questions had no answer from either team. That was more useful than the entire review that followed.
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The lead was never the problem. The question was.— Professor Pipeline
He will never enter another corporate office.
He will never sit in another forecast meeting.
The framework is the only way to get his thinking.
Everything else is gone.