Sales blames marketing. Marketing blames sales. Both teams are hitting their metrics—but deals are stalling, morale is slipping, and no one agrees on what’s actually going wrong. If you’ve ever heard “the leads are garbage” or “sales can’t close,” you already know where this is headed.

This case study is especially relevant if you are:

• A founder or CEO watching growth stall despite strong pipeline activity

• A sales leader frustrated by mismatched expectations and poor handoffs

• A marketing lead tired of producing leads that “go nowhere”

• A cross-border manager trying to unify teams in different cultures

• A stakeholder needing performance without personality clashes

It wasn’t a talent problem. It was a translation gap.

This case study walks through how Pholus helped a high-ticket, cross-border firm resolve internal friction between sales and marketing. We diagnosed the breakdown, installed a governance framework that forced visibility and feedback, and coached both teams into alignment. No one was fired. No reorg was needed. Within one quarter, lead quality improved, morale stabilized—and revenue rose by 17%.

If your teams are stuck in finger-pointing mode, this case study may help shift them toward results.

Download it now and read it quietly. You’ll know if it applies.