In most companies the website sits between two teams. Marketing decides what it should say and who it should reach. Engineering decides what is possible and when. Each team keeps its own list of priorities, and the website is where those lists collide.
The result is familiar: campaigns that launch to pages which were never built for them, performance fixes that wait months because nobody linked them to revenue, and tracking that breaks after a release because nobody knew it was there.
One list, ranked by business value
A shared backlog forces a single question onto every item: what does this do for the business, and how will we know? A page-speed fix and a new landing page compete on the same terms. That is uncomfortable at first, and then it is clarifying.
- Write each item as an outcome, not a task: 'more checkout completions on mobile', not 'refactor checkout'.
- Attach the measurement to the item before work starts.
- Review the list together every week, with both disciplines in the room.
What changes in practice
Developers start asking about conversion rates. Marketers start asking about load times. Neither becomes an expert in the other's field, but both stop making decisions that quietly undo the other's work.
This is the reason our agency is structured the way it is. Engineering and marketing are not separate departments that hand work to each other. They plan from the same list.
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