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Case Study · Marketing Operations
Turning Marketing Into an Operational Function
Marketing Operations Governance, Current Role, prior to founding K. Harbour & Co.
The situation
Marketing activity was happening, but informally — campaigns planned ad hoc, no consistent handoff to sales once a lead was generated, and reporting that changed depending on who pulled it. Leadership had limited visibility into what marketing was actually producing.
What I did
Introduced planning and governance structure: a shared campaign cadence, a clear, agreed process for how leads moved from marketing into sales, and a consistent reporting cycle tied to business outcomes rather than vanity metrics.
Outcomes
- A shared campaign planning cadence replacing ad hoc activity
- A formal, agreed handoff process between marketing and sales
- One consistent reporting cycle, replacing several inconsistent versions
The result
Marketing became something leadership could plan around and measure — a governed function, not a series of disconnected activities.
A note on this case study: this work reflects ongoing responsibilities in my current role, prior to founding K. Harbour & Co. The organisation remains unnamed, consistent with the approach taken across this website.