Strategic Triptych

If your strategy, marketing, and sales feel like different companies.

Look at Peloton's latest quarter. Marketing promises a lifestyle, sales discounts the hardware, strategy pivots to content... three functions, three different companies.

Three forces drive revenue. Strategy decides where to play. Marketing decides how to be seen. Sales decides how to close. Three budgets. Three leaders. Three meetings. The customer experiences three different companies. The boundaries were always fake.

We trace the customer journey through all three functions, find where the story fractures, build the narrative that reconnects them, and install the operating cadence that keeps them aligned.

One senior consultant. Direct access. No handoff.

Built For

CEOs and founders watching strategy, marketing, and sales optimise for different outcomes. Each function reports green. Pipeline says otherwise.

Revenue leaders tired of cross-functional meetings that are diplomacy, not decisions. Positioning contradicts itself between conversations. Pricing shifts depending on who the customer speaks to.

Marketing leaders building campaigns from a strategy deck they had to interpret because nobody translated it. The narrative they sell is not the narrative sales closes.

Boards and investors asking why customer acquisition costs keep rising while win rates stay flat. The answer is usually fragmentation, not performance.

What You Get

We trace the customer journey through all three functions and mark every point where the story breaks. Handoff documents nobody reads. Questions sales asks that marketing cannot answer. Strategy decks that never reached the people running campaigns. You see exactly where coherence fractures and what it costs in lost deals, wasted spend, and confused customers.

Because most alignment problems are invisible. Each function looks fine on its own. The fractures only appear when you walk the journey end to end.

Not a positioning statement. Not a tagline. The operating story that strategy, marketing, and sales all express in their own context. Strategy tells the customer where you play. Marketing tells them why you matter. Sales tells them why to act now. Same truth, three expressions. The test is simple: could a customer move through all three touchpoints and feel like one company with one point of view?

Because fragmentation survives positioning exercises. It takes an operating narrative, not a slide deck, to make three functions sound like one company.

Each function gets a playbook written for their reality. Strategy gets the narrative framed as competitive positioning. Marketing gets messaging architecture, proof points, and campaign guardrails. Sales gets talk tracks, objection handling, and qualification criteria. Same story. Three translations. No ambiguity about what each team says and why.

Because a master narrative without function-specific translation becomes a poster on a wall. Playbooks make alignment executable, not aspirational.

Narratives decay without infrastructure. We design the cadence: joint planning rhythms, feedback loops between functions, escalation protocols when the story drifts. Not more meetings. Fewer meetings where alignment is structural, not negotiated. The cadence makes cross-functional coherence the default, not the exception.

Because alignment sessions expire. Operating cadences compound. The difference between a quarterly reset and permanent coherence is infrastructure.

Metrics that each function tracks independently create independent behaviour. We build shared KPIs that reward unified outcomes. Pipeline quality that marketing and sales agree on. Conversion rates tied to narrative consistency. Revenue attribution that connects strategy decisions to commercial results. One scorecard that all three functions can read the same way.

Because if strategy, marketing, and sales are measured on different outcomes, they will optimise for different outcomes. Shared metrics make alignment self-reinforcing.

How It Works

Scoping Conversation

How your three functions relate. Who owns the customer narrative. Where handoffs happen. Which meetings create alignment and which create friction. This conversation makes sure we trace the fractures that matter, not the ones that are convenient.

Diagnose the Fragmentation

We interview each function separately, then walk the customer journey end to end. The fractures rarely live where people expect. They surface in handoff documents nobody reads, in questions sales asks that marketing cannot answer, in strategy decks that never reached the people running campaigns. We map every point where the story diverges.

Customer Journey Reconciliation

Overlay the three functional narratives onto the actual customer journey. Where does the customer experience one company? Where do they experience three? The reconciliation map reveals which fractures the customer feels and which are internal noise. Fix the ones the customer feels first.

Build the Unified Narrative

Not a positioning statement. The operating story that strategy, marketing, and sales all express in their own context. Strategy tells the customer where you play. Marketing tells them why you matter. Sales tells them why to act now. Same truth, three expressions.

Install the Operating System

Narratives decay without infrastructure. Shared metrics that reward unified outcomes. Joint planning rhythms. Feedback loops between functions. Not more meetings. Fewer meetings where alignment is structural, not negotiated. The measurement architecture makes coherence self-reinforcing.

Pressure-Test Across Functions

Run the unified narrative through real scenarios across all three functions. Does sales use the language when objections hit? Does marketing produce assets that reflect the strategy? Does the strategy team update the narrative when market conditions shift? We iterate until the system holds across functions under real operating pressure.

Present, Handoff, and Operating Cadence

We walk your leadership team through every finding, every narrative decision, and the logic behind each one. Questions answered live. Then full handoff: the fragmentation map, the master narrative, function playbooks, operating cadence, and measurement architecture. Everything you need to operate as one company. Nothing you need us for.

Pricing

Triptych Diagnosis

£15,000

4 weeks

Start this week, deliverables by 6 April

Start here if you know something’s misaligned but can’t prove it.

4 weeks
Directional
Clear picture of where alignment breaks, why it breaks, and what it costs.

Map the fragmentation

Triptych Alignment

£24,000

6 weeks

Start this week, deliverables by 20 April

Choose this if you need the unified story and how to tell it everywhere.

6 weeks
Actionable
One story expressed consistently across strategy, marketing, and sales.
Includes Master narrative, function-specific playbooks, cascade framework

Build the narrative

Triptych Transformation

£38,000+

8 weeks

Start this week, deliverables by 4 May

This one’s for making alignment permanent.

8 weeks
Bankable
New operating model where alignment is structural, not negotiated.
Includes Operating cadence design, leadership coaching, 90-day reinforcement

Transform the operating model

Right Diagnosis. Wrong Starting Point?

Your fragmentation is not generic. Neither is the engagement. A 30-minute conversation tells us which functions to interview first, which handoffs to stress-test, and where the narrative fractures before it ever reaches the customer.

Same price. Same timeline. Every hour pointed at the fractures your leadership team already suspects but cannot prove.

Scope it together

No obligation. No pitch. Just specifics.