Customer Experience

Your marketing can be doing everything right and your sales team can still lose the deal.

Why Customer Experience Is Different

Most customer experience work focuses on the website: where people drop off, what pages convert, how the checkout flows. That matters. But the customer's experience does not end when they submit a form or pick up the phone.

What happens on that first call? Does the sales team have the materials they need to answer the questions marketing already knows customers ask? Does marketing know what objections the sales team hears every week? If those two functions are not talking, the customer experiences that gap whether they can name it or not.

Customer experience optimization at this level means closing that gap.

How I Work

I start with the sales team, not marketing. That means sitting in the meetings where customer conversations happen, hearing the objections that keep coming up, and learning how the team actually sells before building anything.

Most marketing problems in small and mid-size businesses are alignment problems. Marketing is building for an audience sales already knows. The fix isn't a new campaign. It's both sides working from the same information.

From there I map the full experience from first impression through post-purchase. Where's the handoff? Where does the message change? Where does it feel like two different businesses? Your customer ends up with one experience instead of two.

What This Includes

Sales And Marketing Alignment

Defining the handoff: where marketing ends and sales begins
Sitting in sales meetings to hear what customers ask and object to
Campaigns and content built from real conversations, not assumptions
Messaging that matches what sales delivers

Sales Enablement

Industry-specific flyers, one-pagers, and collateral built for how your team sells
Tools for commission salespeople who need to answer objections in the moment
Materials for every stage of the sale

Post-Purchase Experience

Email flows: onboarding, win-back, repeat purchase, and loyalty
Retention strategy for the customers you already have
What customers hear after they buy matters as much as what brought them in

Change Management

New ERP, new CRM, new process: the technology is rarely the hard part. Getting the team to use it is. Marketing is often best positioned to bridge that gap with documentation, training, and being the person sales calls when something doesn't work.

Results

When Atlanta Rubber & Hydraulics moved to DDI Inform, I traveled to the Charlotte branch for hands-on training during rollout. I stayed the on-site point of contact after launch and built the reference documentation the sales team adopted as their go-to resource.

The sales flyers for the company's target industries weren't built from a brief. They came from sitting in sales meetings and knowing what customers were asking for. One flyer ended up working across four customer types.

That's the difference between marketing that supports a sales team and marketing that runs parallel to one.

Training, documentation, and a go-to person after launch get the team using the new system the way it was meant to be used.

Is this the right fit?

Works well for:

Small and mid-size businesses where marketing and sales report to different people
B2B and industrial companies with commission sales teams
Businesses with a CRM or ERP change coming or recently finished
Companies with good acquisition and weak repeat business

Not the right fit for:

Large organizations with dedicated sales enablement and CX teams
One-time purchase businesses where there's no sales team and no repeat buyer to win back

Does Any Of This Sound Familiar

Your marketing is generating leads but sales is not converting them at the rate it should.
Your sales team is creating their own collateral because nothing useful has been built for them.
You have customers who were happy at purchase and never came back.
Marketing and sales are measuring different things and neither set of numbers tells the whole story.
You recently implemented a CRM and the team is not using it the way it was intended.
The handoff between marketing and sales is inconsistent and you are losing deals in the gap.
You know the customer experience needs work but do not know where the problem actually starts.