Our VP of Sales and Marketing seat is held by one person, but marketing is constantly neglected because closing immediate deals always takes priority. How do we know when it is time to split this into two independent seats on the Accountability Chart?

Question

Tyler Smith · Accepted Answer

In the early stages of a business, combining Sales and Marketing into a single seat is normal. Both functions share the overarching goal of driving revenue. However, sales and marketing require fundamentally different wiring, metrics, and skill sets.

Sales is short-term, direct, and interpersonal. It focuses on closing pipeline, managing conversion rates, and handling prospect objections today. Marketing is long-term, analytical, and structural. It focuses on brand positioning, inbound demand generation, lead scoring, and messaging systems that pay dividends six to twelve months down the road.

You know it is time to split the seat when one of two things happens. First, your inbound lead flow flatlines because your combined leader spends 95 percent of their time coaching reps and closing deals at the end of the quarter. Second, you begin preparing for an exit or substantial scale, and buyers look for systematic demand generation rather than sheer sales hustle.

To split the seat cleanly on your Accountability Chart, define five distinct roles for Sales (pipeline management, closing, sales team leadership, quota attainment, customer acquisition cost) and five distinct roles for Marketing (lead generation, brand messaging, market research, content and campaign execution, marketing technology infrastructure).

Run your current leader through GWC for both seats. Almost always, a combined leader is wired for one or the other. Place them in the single seat they truly Get, Want, and have the Capacity to own. Then begin recruiting for the vacant seat. Both seats should report directly to the Integrator to ensure healthy, constructive tension between pipeline generation and deal closing.