Re-architecting the funnel that became the GTM nucleus

I worked with seven managers in twelve months. The project still shipped.

The Salesforce instance was a jungle of prickly bushes. There was no clean way to tie marketing activity to pipeline or closed-won. The deeper I dug, the clearer it got: the systems and the data flow — prospects to customers, marketing engagement to sales activity — were broken at the foundation. Marketing couldn't fix it alone. Sales couldn't either. People pointed fingers, because that's what happens when the foundation is broken.

I used director-level budget to drive the re-architecture forward, working across engineering and marketing to make the foundational changes. In the background, the org went through a major shake-up — my exec stakeholder left, seven managers cycled through in a year, Grammarly acquired Coda and Superhuman Mail. I kept the project moving anyway. When leadership in the revenue org finally stabilized, I handed the team a runway to land it.

The new funnel architecture is the nucleus of the entire B2B go-to-market motion now — across Grammarly, Superhuman, and the businesses we've acquired since. An inability to measure became the foundation every revenue team on the merged platform runs on.