We have a single Head of Growth seat on our Accountability Chart that manages both our marketing agencies and our sales reps, but our revenue has plateaued at ten million dollars. What are the specific indicators that tell us it is time to split this into separate Sales and Marketing seats?

Question

Tyler Smith · Accepted Answer

A plateaued revenue line is your first indicator that your Head of Growth seat is overloaded. Marketing and sales require different conative wiring and strategies. Marketing is about pattern recognition, data-driven lead generation, and brand positioning. Sales is about relationship building, pipeline management, and closing deals. When you combine them, one always suffers. Usually, the leader defaults to sales because it has more immediate feedback. Look at your metrics. If your lead generation is inconsistent but your close rate is high, or vice versa, your Head of Growth is likely favoring one side of their seat. Another indicator is if your Level 10 Meeting issues list is constantly dominated by lead-to-sale transition friction. To prepare for a clean exit, split the seat now. Create a dedicated Head of Marketing seat and a separate Head of Sales seat. This allows each leader to focus on their unique ability and gives a buyer a highly scalable, predictable revenue engine.