Combining Client Implementations and Marketing Development to accelerate delivery, close capability gaps, and build a team positioned to drive revenue.
FRT is a full product and marketing site — driving QM brand awareness and funneling users toward Quotestream. It needs both marketing sensibility and deep implementation knowledge. This team owns it end-to-end, for the first time.
Hosted portals like TMX PowerStream, TSX InfoSuite, and CSE Market IQ require ongoing web development and client coordination. Currently straddling WebDev and IMP. A unified team is the natural permanent owner.
The combined team can build and maintain tools that directly support the sales cycle — AI-powered demo generators, POC environments, and client-ready showcases. Work that was previously fragmented across teams now has a single owner and clear delivery path.
QuoteMedia has an opportunity to offer its own packaged IR solution directly, rather than supporting third-party resellers. This team has the build and coordination capacity to make that a reality.
Marketing and implementation builds often reuse the same QMod widgets, layouts, and patterns. A shared team naturally maintains shared assets — reducing duplication and increasing consistency across client and marketing properties.
Building a client implementation portal requires both developer depth and UX/marketing polish. Having both skill sets on one team means this roadmap item can be owned fully without cross-team dependencies.
Hosted IR solutions and packaged portal offerings give sales a net-new, recurring product line to take to market.
FRT's large user base is an active channel this team manages — driving Quotestream subscriptions and QM brand reach.
Sales requests — demos, POCs, custom previews — go to one team with clear ownership. Turnaround is faster with less hand-off friction.
The team sits at the intersection of post-sale delivery and pre-sale promises — surfacing what clients actually need back to sales, in real time.
Sales-ready demos, portals, and showcases are built and maintained by one team — always current, on-brand, and easy to customize per prospect.
Renaming the team signals to clients and prospects that QM delivers complete solutions — not just data widgets. The brand story improves.
Won't pulling the marketing developers away affect current marketing output?
Primary lanes are preserved — Todd and Nathan remain focused on marketing work. The benefit is that during slow periods, capacity flows to wherever it's needed most rather than sitting idle.
How do you manage competing priorities between the two lanes?
A shared backlog with clear priority tiers, coordinated by Jon and Dan. The same model already used across BMO, Scotia, and other accounts — applied here at the team level.
Is the implementations team ready for this expanded scope?
The foundations are already live — AI tooling, automation work, and portal experience are in place. This proposal formalizes and scales what's already happening organically.
Does this change how the marketing team engages with sales and campaigns?
No — Joan remains on the marketing team under existing leadership and continues coordinating marketing tasks. The developers gain a broader delivery home without disrupting the marketing workflow.
What happens if client implementations volume spikes — does marketing work get dropped?
The cross-utilization model works in both directions. Spike periods are managed via backlog prioritization — marketing items are deferred, not dropped, with visibility to all stakeholders.
How does this affect the existing relationship between marketing developers and the rest of the marketing team?
The developers' day-to-day marketing work continues as-is. The change is in reporting and team identity — they gain broader scope without losing their marketing function or relationships.
Is there a risk that the team becomes too broad and loses focus?
The two-lane structure with designated primary focus areas is specifically designed to prevent this. Each developer has a clear home lane. Crossover is intentional and managed, not accidental.
What does success look like at 6 months?
Faster delivery on both lanes, no single-point-of-failure outages, at least one new packaged product scoped and in progress, and a team that has a shared identity and clear engagement model company-wide.
Agree on the org model and reporting so we can move forward with confidence — including soft discussions with each team member to ensure buy-in and address any concerns early.
Formalize "Client Solutions & Marketing Development" and agree on updated titles and role expectations — e.g. Solutions Developer / Solutions Engineer — ahead of any announcements.
Individual conversations with Mark, Alex, Todd, and Nathan to walk through the changes, new structure, updated titles, and what's expected of them going forward.
Bring the full team together — re/introductions for those who don't know each other, alignment on how the team works, and a shared view of what we're building together.
Communicate the new team structure, name, and scope company-wide — so other teams know who we are, what we do, and how to engage with us going forward.