Turn marketing demand into qualified pipeline.
Marketing and sales align on what qualified means, then the system gets built that turns demand into conversion, qualified leads, and pipeline.
Trusted by teams and leaders at
Built by a practitioner who has owned the number.
Fifteen years building and running growth and marketing at Microsoft, Canon, and Pfizer, including the AI adoption and governance program across 12 EMEA markets at Canon: 90 percent year-on-year growth, more than 100 people upskilled.
"Grace did a great job providing an overall framework for how to set goals for AI projects, define workflows, and establish governance. She combined this with live demos on building agents for surfacing prospects that match your ICP."
Craig PremoDirector of Marketing, RosmanSearch"Grace is probably one of the best presenters I've learned from. I attend a lot of sessions just as background, and Grace's sessions always draw me in."
Logan Mathew JungAnalytics Manager, Meta Business Services, Meta"Grace is an inspiring leader with a real gift for making complex ideas feel clear and approachable. Whether you are just starting out or looking to take things to the next level, her guidance and insights are incredibly valuable."
Toey ChitmanasakRegional CRM and Data Manager, Michelin"Hands-on and interactive. Good at showing that it is possible to build a stable context structure and then interesting content from small everyday snippets like transcripts."
Maibritt Harritz GrosenChief Operations Officer, Clearwater"This course put structure around things I'd been doing by feel. Grace's frameworks build on each other; every module sharpened the last, and she makes strategy and AI in marketing converge in a way that's practical."
Tania MillanSr. Manager, Digital Experience and Strategy, Forum Health"Really useful course, whether you are new to AI agents or already have some experience. It meets beginners where they are and still gives intermediate users real depth. You walk out with working agents you can refine and start using right away."
Geraldina Scarascia OlsonFractional Marketing LeaderMore activity. Not more pipeline.
Four sentences we hear on almost every call about the same funnel. Every one of them traces back to the same cause: nobody has agreed, in writing, what qualified actually means.
We get leads, but sales says they are not qualified.
The lead count goes up on the dashboard and the pipeline number does not follow it, because the definition let almost everyone through.
The website gets traffic, but conversion is not where it should be.
Volume at the top does not fix a loose definition further down. It just runs more of the same leak through the funnel faster.
Marketing and sales do not agree on what a good lead actually looks like.
Two teams score the same signal two different ways, and neither one has ever written its definition down.
MQLs get generated, but too few become real opportunities.
The count looks healthy on a dashboard. The pipeline number, the one that gets defended in a forecast, does not move with it.
The problem is not always more demand. It is what happens to the demand that already exists.
The fix is not more content and not more spend. It is agreeing, once, what qualified means, with marketing and sales in the same room, then building the system that applies it at every click and every lead: fewer of the wrong meetings, more of the right pipeline, and a number both teams trust.
Find the leak first. Build only what closes it.
Nothing gets built before we know where pipeline is actually being lost. Four steps, in this order, every time. Open any of them to see what it produces.
Define what qualified actually means
Marketing and sales rarely agree on it, and almost nobody has written it down. Both sides come into the room and fix the definition first, because everything downstream reads from it.
One written definition both teams sign off on: what counts as fit, what counts as intent, and what gets rejected.
Map the path from click to pipeline
Not the funnel as reported. The funnel as it actually runs: where a visitor becomes a lead, where a lead gets scored, and where it sits waiting for someone to act.
The path drawn out end to end, with the leak points marked, which is usually the first time anyone has seen the whole thing on one page.
Find where the pipeline leaks
One point in the path usually accounts for most of the loss: a threshold too low, a queue nobody watches, a handoff with no owner. Naming it stops a quarter being spent on the parts that were never the problem.
The leak, named, with the evidence next to it. Often it is not the stage anyone expected, and that is the point of measuring rather than guessing.
Build what closes it
An agentic AI workflow, straightforward automation, or something that is not AI at all: a scoring rule, a routing change, a decision nobody had made. We will say which, including when the answer is that no build is needed.
A recommendation with an owner and one pipeline number against it, in writing. If the honest answer is that AI is not the fix, that is what the recommendation says.
The Marketing Conversion System.
One signature framework, six stages, looping. Every build maps to one of them, and so does everything published: whatever the question, it answers to a stage on this system.
- Demand
Where the leak starts
Campaigns and content, and whether they attract the right buyers at all.
Answers"Where is the leak?"
- Signal
What actually matters
The behavior and the fit worth reading, separated from what just looks like activity.
Answers"Which signals actually matter?"
- Qualification
What counts as qualified
The definition marketing and sales agree on, fit and intent, written down once.
Answers"What does qualified mean?"
- Handoff
Who acts, and when
The workflow that turns a qualified signal into a sales action before it goes cold.
Answers"Who acts when intent appears?"
- Pipeline
What actually converted
The number marketing can defend: how much of the demand became a real opportunity.
Answers"How does marketing know what converted?"
- Feedback
What changes next
Sales outcomes, won and lost, feeding back into what marketing sends and how it is scored.
Answers"Does the sales outcome change what marketing does next?"
That makes it content architecture, sales architecture, and product architecture at the same time, which is a stronger foundation than five disconnected content pillars.
One constraint at a time. Four kinds, in the order that usually matters.
Cycle zero comes first: what counts as qualified, written down and agreed by marketing and sales, before anything else gets built. Every month after, one constraint gets built, launched, and refined.
Website conversion
The landing page, the messaging, the call to action, and the qualification signal it should be capturing.
Lead qualification
The scoring rule and the routing workflow that applies the definition marketing and sales agreed on.
Marketing to sales handoff
The workflow that turns a qualified signal into a sales action, so a good lead does not sit waiting for someone to notice it.
Pipeline feedback
Sales outcomes, won and lost, connected back into marketing so the definition gets sharper every cycle.
Every capability is the same four boxes.
This is the teaching claim the whole system rests on. Learn the shape once and the fifth layer is an afternoon rather than a project. Hover any step to see what it looks like on the day.
- Input
Approved truth
The knowledge layer, plus your own systems. Never a blank context.
On the dayOne priority account, its history, and the proof your team has already approved.
- Agent
The volume work
Inside boundaries you set. It drafts and scores, it does not decide.
On the dayFive roles mapped, a narrative and a first touch drafted for each, in minutes.
- Gate
A named human
Reviews before it acts. Operator, Reviewer, Approver, named people.
On the dayRed pen on the pack. What is right, what is wrong, what is missing.
- Output
Work, and one number
Something that ships, and the single measure it reports.
On the dayThreads out per seat, and stakeholders engaged per account on the scorecard.
Nine layers, one shape.
In build order, and the two at the bottom decide what counts as qualified for everything built above them. Open any of them, and the workflow underneath is the same four boxes every time.
The context layer
The floor everything else stands on. Positioning, ICP, segments, proof, objections, and the claims the company is allowed to make, structured so a machine can read them rather than written as prose for a human.
The two at the bottom are built first and they are not optional. Everything above them writes from what they hold, which is why a team that starts at content is rewriting output six weeks later and a team that starts at the floor is not.
Where it sits in the week.
A capability nobody has time for is a capability that stops. The loop goes in the team’s own calendar before anyone leaves the room.
What the numbers say to work on this week. The scorecard decides, not the loudest request.
The system produces, a human judges. This is where most of the volume work lands, and where the gate does its job.
What shipped, what landed, and what returns to the knowledge layer as evidence rather than opinion.
Definitions reviewed, account tiers reviewed, and anything that stopped earning its place gets retired.
Three questions, three hats, on every capability.
Before anything runs: what does this produce and what does it not touch, who reviews the output before it acts, and what happens when it is wrong.
The Operator
Runs the capability day to day. Knows what it produces and what it deliberately does not touch.
The Reviewer
Checks the output before it acts. Not a rubber stamp: the person whose judgment the work actually needs.
The Approver
Releases it. Answers for it when it is wrong, which is the question that makes the other two roles real.
On a small team one person often wears all three. Name that explicitly rather than leaving it implied. Skip it and the result is not automation, it is expensive shadow work.
Three things, and most teams already have two of them.
No stack is sold here and none is mandated. Every team arrives on something different, and the architecture is the same either way.
The CRM and the databases
Pipeline state, account history, the lead list, whatever already holds the record. Capabilities read from the systems a company already runs and write back to them. Nothing gets migrated.
An agentic workflow builder
Whatever puts a model behind a schedule or a trigger, pulls from those systems, and holds the result at a gate. Several do this well and they change every quarter, so we teach the shape rather than the buttons.
A named human on the team
The part nobody can buy. Three hats on every capability, held by people with names rather than roles in a policy document.
One system that turns demand into qualified pipeline.
Built once, with the team that will run it. There are two ways to pay for it, and both leave it running inside the company, in its own stack, whether or not anything is still being paid.
Boardroom
Rolling monthly, pause anytime. Team Training includedOne conversion or qualification constraint, built, launched and refined every month, together with the team that owns the number. Month one is the training. Every month after runs the same four weeks: build, launch, iterate, refine.
- Team Training included, in the first month
- Unlimited requests queued, one active build at a time
- A working session every week, with the people who own it
- It speeds up: build five costs a fraction of build one
Team Training
One off, private to one team, scoped to the groupMarketing and sales define what qualified means in the room, and the team builds the first working piece live, on real leads already in the CRM. Nothing is practised on sample data, so what gets built is running on Monday.
- The system architected on the company’s own pipeline
- One working piece running before the day ends
- A scorecard and a 90 day build order, in writing
Team Training costs $4,500 on its own, and it is included in the first month of Boardroom at $4,950. Buy Team Training first and continue into Boardroom later: the $4,500 is credited, and the subscription starts at month two.
Three doors, and all three get paid before anything ships.
Tool vendors are paid on seats. Trainers are paid on attendance. Consultancies are paid on delivery. None of them is measured on whether the work reaches market, which is why all three can succeed on their own terms while nothing ships any faster.
Buy another tool
Every vendor with a brand voice setting sells storage for a decision somebody still has to make.
Send the team on a course
They come back informed, motivated, and returning to a system that has not changed.
Hire a consultancy
They build it, it works, and then they leave with the part that made it work.
Not every gap is reachable by a pipeline system.
A real share of any revenue gap sits behind pricing, product, market timing and territory decisions that no system touches. Those get named, with owners, and the system is held accountable for everything else. Saying it in August is what makes the scorecard credible in December.
One system, read by every function.
The same objection turns up in a landing page, a sales follow-up and an onboarding email. Today that is three answers, written by three people, in three tools. One source is the only structure where it is the same answer in all three places without anyone coordinating.
Marketing
What changes on Monday?
Campaign leads get scored against the same definition sales agreed to, so a lead marked qualified is actually worth a rep’s time, and fewer of them bounce back.
Sales
Why does this reach us at all?
Every lead that reaches a rep has already passed a definition sales helped write, and every rejection reason feeds back into what marketing sends next.
Marketing operations
Does this mean rebuilding the CRM or the MAP?
No. It decides what those tools score and route, using a definition that used to live in nobody’s head and now lives in one place both teams read.
You own the system, from day one.
Yours on handover
Every prompt, context file, and workflow sits in your own workspace. There is no platform of ours to stay subscribed to in order to keep using what you built.
Hiring it is fragile
A senior GTM hire is roughly $180,000 loaded, three months to find, six to ramp, and the capability leaves when they do. Most companies in this position have already run that experiment.
Outsourcing it does not compound
An agency builds the campaign, keeps the method, and re-charges for the next one. The knowledge layer that makes the second segment cheap never forms.
A human governs every send
A named Operator, Reviewer, and Approver on every capability. Nothing publishes itself, in the room or afterward.
The asset that makes account two cheaper than account one is approved, structured, reusable truth, and it only accumulates if it lives inside your company.
What leaders are saying
Growth, marketing, and operations leaders who built the system themselves. The longer stories sit behind these: what each team was stuck on, what they built, and what actually moved.
"Grace did a great job providing an overall framework for how to set goals for AI projects, define workflows, and establish governance. She combined this with live demos on building agents for surfacing prospects that match your ICP."
Craig PremoDirector of Marketing, RosmanSearch"This course put structure around things I'd been doing by feel. Grace's frameworks build on each other; every module sharpened the last, and she makes strategy and AI in marketing converge in a way that's practical."
Tania MillanSr. Manager, Digital Experience & Strategy, Forum Health"Hands-on and interactive. Good at showing that it is possible to build a stable context structure and then interesting content from small everyday snippets like transcripts."
Maibritt Harritz GrosenChief Operations Officer, Clearwater"Grace is an inspiring leader with a real gift for making complex ideas feel clear and approachable. Whether you are just starting out or looking to take things to the next level, her guidance and insights are incredibly valuable."
Toey ChitmanasakRegional CRM & Data Manager, Michelin"Really useful course, whether you are new to AI agents or already have some experience. It meets beginners where they are and still gives intermediate users real depth. You walk out with working agents you can refine and start using right away."
Geraldina Scarascia OlsonFractional Marketing Leader"Grace is probably one of the best presenters I've learned from. I attend a lot of sessions just as background, and Grace's sessions always draw me in."
Logan Mathew JungAnalytics Manager, Meta Business Services, Meta"For the past few months, Grace has been helping me launch my data science consulting business. She has shown me practical ways to get in front of customers and clearly communicate the value I provide. What stands out is how structured she is. She doesn't hand you a pile of ideas and wish you luck. A few months ago I had no clear path for turning technical credibility into a client-facing business. Today I have a marketing plan, a public presence, and a pipeline of opportunities."
James MottFounder and CEO, James Mott Consulting"Grace is over-the-top knowledgeable. I highly recommend her training. This one specifically would be beneficial for any team to start building out their automation, workflows and agents. I will be introducing this to our internal social media team to help their overwhelm on time."
Sue RandallPrincipal and Creative Director, Only Eye Design"Grace is an amazing mentor with a deep understanding of AI and its applications. Her insights into using automation for marketing workflows and integrations have been invaluable to me."
Martha CruzMarketing Manager, SPI BorescopesWhat you are actually thinking
A license is a tool. This is the operating model that decides what to build for your pipeline, which approved truth it reads first, who reviews it before it acts, and which number it reports. It runs on whatever models and tools you already pay for. Tools change every quarter. The model does not.
The honest question back is: what is still running from it? A generic session teaches the tool on someone else’s examples. This builds one capability live on a real account of yours, hands it to a named owner, and attaches one number to it before anyone leaves the room.
Yes, and we would rather say so than pretend. The difference is whose truth it starts from and who decides. Every capability reads your approved knowledge layer, and a named human approves before anything moves.
Then the capability is in the system and the library, not in the person. That is the whole reason a team of leaders builds it rather than one, and why everything sits in your own workspace.
Scoring is the enforcement, not the decision. What counts as qualified is a human call, made by marketing and sales together, in the room. The system applies that call at every click and every lead, and every rejection reason comes back to sharpen the definition next month.
Ten more on the Team Training page.
The demand is already working. Here is where the pipeline is leaking.
30 minutes with Grace. Where demand is being lost between marketing and pipeline gets mapped, with a written view of what to fix first.