Marketing knows who responds. Sales knows who buys. Delivery knows who is difficult to serve. Finance knows who was profitable. The problem starts when those views never become one shared model of value.
Revenue crosses functions even when reporting does not. The useful question is whether the information collected in one part of the business helps the next part make a better decision.
A useful customer definition has to include delivery effort, profitability, retention and risk.
Make the commercially important customer changes visible across functions.
Different definitions can look like dirty CRM data even when everyone is entering information consistently.
The first step is a free 30-minute discovery call. I research the business before the call, then use the conversation to test that outside view with you and narrow down where the problem may sit.
No presentation to prepare. I do the homework first.