It started with a f*ckup.

I'd just had a great quarter. Metrics were up. Campaigns were performing. The team was celebrating.

Then the CEO gave me a look. The kind that says everything without saying a word.

The business was struggling.

My marketing metrics weren't wrong. They just weren't telling the whole story.

That's when it hit me: marketing can win while the business is losing.

So I changed how I worked.

Marketing stopped being a silo. We built one commercial team with Sales, sharing the same goals, the same priorities, and the same definition of success.

It worked.

Until we hit the next wall.

Sales and Marketing were aligned, but Product wasn't part of the revenue conversation. We could generate demand and close deals, but if customers weren't successful with the product, none of it mattered.

That's when Sparketing was born.

Sales. Product. Marketing.

One commercial engine.
One customer.
One revenue conversation.

Sound familiar?

Marketing hits its targets, but the business isn't growing
Sales and marketing report different numbers for the same pipeline
Product usage data lives in a different world than your revenue reporting
Everyone's busy, but nobody agrees on what's actually working
Your board asks a simple question and you get three different answers depending on who's in the room

If any of that landed, you don't have a marketing problem, or a sales problem, or a product problem. You have a structure problem.

The method

The Sparketing Checklist

This is what I actually install. Five things, in order.

One team, one mission.

Sales, marketing and product working toward a single commercial outcome, not three roadmaps that happen to touch the same customer.

Customers at center.

One shared view of the customer journey, from first touch to renewal and expansion. No function owns its own version of the truth.

Share the scoreboard.

One set of numbers the whole revenue team is accountable to, not three sets of metrics that each look good in isolation.

Create a Sparketing System.

A weekly, monthly, quarterly and annual rhythm that makes alignment a habit, not a one-off workshop.

Build together.

Projects owned jointly from day one, not handed off between teams once one function is done with its part.

Who this is for

B2B SaaS scaleups across the Nordics and Europe. Whether the growth engine was built by a founder or inherited by a leadership team, the pattern is the same. The GTM problem is rarely founder-dependency. It's misalignment.

How the work shows up

Board roles. Advisory. Fractional and interim CMO work. Whatever the engagement, the job is the same: install the checklist, not just improve one function's numbers.