SELECTED WORK
THE ENGAGEMENTS
Four of these arrived as a tooling problem. In every one of them the tool turned out to be the smaller half. The fifth had no tooling and no process at all.
01 / HUBSPOT IMPLEMENTATION, THREE TEAMS
80+ travel centers, 180+ quick service restaurants, 30+ convenience stores
The situation
The fleet sales team was managing deals in spreadsheets. That holds up until the business is large enough that no two people track the same thing the same way, and by then management has no view at all.
What we did
Moved fleet sales off spreadsheets into HubSpot with a formal sales process: stages, forecasting and consistent deal tracking
Added e-signature, so contracts close inside the system instead of beside it
Extended HubSpot to the due diligence and licensing teams once fleet sales was live
Built automation on top of the structure, so steps that used to depend on someone remembering now happen on their own
What changed
One team was fixed first. It worked, and the company chose to bring two more teams onto the same system. Tracking, forecasting and management insight now cover all three, and items stop falling through the gaps between them.
02 / PIPEDRIVE TO HUBSPOT MIGRATION
Monitoring and stewardship software for contaminated and sensitive land
The situation
They were on Pipedrive and getting very little out of it. Part of that was enablement, the team had never properly been brought onto the platform. The rest was a real gap: they needed revenue tracking and customer sentiment the tool could not give them.
What we did
Stood up HubSpot, with adoption as the deliverable rather than the migration itself
Separated new business from renewals and upsells, so each team prioritizes by deal type instead of working one undifferentiated list
Added rigor to pipeline definitions and new business tracking
Implemented customer success metrics and the mechanisms to act on them, so at risk accounts surface early enough to do something about
What changed
The obvious read on this one is that they switched CRMs. Switching was the smaller half. A team that got no value from the old tool would have got none from the new one either, if the same undifferentiated pipeline had simply been rebuilt inside it.
03 / CRM REMEDIATION
Emergency response planning software sold to commercial property clients
The situation
They already had a CRM. It was messy, and a messy CRM is worse than no CRM: the team stops trusting it and quietly goes back to working out of their heads, while you keep paying for the seats.
What we did
Brought the existing instance to a steady state rather than replacing it
Established formal sales stages with explicit entrance and exit criteria, so a deal moves because something happened rather than because a rep felt optimistic
Built forecasting on top of stages that finally meant something
What changed
Better adoption, faster onboarding for new users, and pipeline management the team actually uses. Worth saying plainly, because it is unusual for an agency to say it: the answer here was not a new platform.
04 / SALESFORCE, DATA AND OUTBOUND
Back office automation and driver lifecycle software, in market 50+ years
The situation
The engagement started as an enrichment integration cleanup. The enrichment tool was creating duplicate contacts and making a real mess of Salesforce. That is the standard failure mode: data lands in the CRM faster than anyone has agreed what the fields mean, and inside a quarter nobody trusts a record they did not personally touch.
What we did
Fixed the broken integration and cleaned up the duplicate contacts in Salesforce
Cleaned up Salesforce itself once that first phase proved out
Put a formal sales process in place with real pipeline management
Rebuilt lead flow tracking with a proper lead scoring system, so the team could tell a name from a buyer
Automated lead follow up with sequencing, covering both inbound follow up and cold outbound
What changed
The presenting problem was duplicate records. The real problem was that no process existed for the data to support, which is why the duplicates kept coming back. Clean first, then process, then scoring, then outbound. The order is the point, and this engagement ran the whole length of it.
05 / RETAINER GTM AND REVOPS
Startup legal practice, no CRM and no defined process at the outset
The situation
Not a broken system to fix. Nothing at all: no CRM, no defined sales process, and no way to tell where a matter came from or why it closed.
What we did
Operated as their GTM and RevOps function on retainer, so strategy and execution stayed in one place
Stood up a CRM and a legal matter management system, integrated with their lead source systems
Built the sales process from scratch, including the full lead to close motion
What changed
They graduated. The retainer ended because the revenue system runs without us, and a client who no longer needs you is the outcome we are actually selling.
READY TO TALK
30 minute intro. No deck, no pitch. We map the gap between your motion and your system. You decide what to do with it.
Book your 30-min intro →
