Work that
moved the needle.

The company had closed its Series B and was scaling its GTM team rapidly — adding AEs, BDRs, and a demand generation function within six months. HubSpot had been set up at seed stage by a generalist marketer and never properly architected.

Marketing was reporting 120 MQLs a month. Sales said fewer than 20 were worth calling. The gap wasn’t a pipeline problem — it was a definition problem, baked into a CRM nobody fully trusted.

Redesign the full revenue architecture: align marketing and sales around a single lifecycle framework, introduce a meaningful qualification model, and deploy an ABM motion to target the 50 accounts that represented 80% of revenue potential.

Secondary goal: get the CRO a dashboard they could walk into a board meeting with and trust completely.

Started with a Revenue Blueprint to map the current state and agree on definitions. Rebuilt the HubSpot lifecycle architecture end to end — MQL criteria, SAL handoff rules, SLA timers, and pipeline stage logic all redesigned and documented.

Embedded MEDDPICC into HubSpot Playbooks for the sales team. Connected Metadata CDP for ABM audience sync and Mutiny for website personalisation by account tier. Built a QuickBooks integration so revenue data flowed back into the CRM for attribution. Deployed Claude-powered lead scoring as a custom coded action in Operations Hub.

Within 90 days of go-live, MQL→SAL conversion rate rose from 9% to 18% — a 50% uplift driven by cleaner qualification, not more volume. Churn dropped below 5% as the CS team gained early warning signals from lifecycle automation.

The CRO presented the new pipeline dashboard at the next board meeting without a single “where did that number come from?” question. Quote-to-close moved from a 3-email thread to a one-click CPQ flow inside HubSpot.

The founding team had a differentiated product and two inbound expressions of interest from major financial institutions. But they had no system to manage the sales process, no outreach capability to expand their pipeline, and no way to demonstrate commercial traction to Series A investors.

Every sales conversation lived in a founder’s inbox. There was no BDR workflow, no qualification framework, and no mechanism for personalised outreach at scale.

Build a complete GTM stack from zero, fast enough to support an active enterprise sales process. The client needed to operate and look like a mature commercial organisation before the next investor meeting — which was 10 weeks away.

The system needed to handle long, multi-stakeholder sales cycles typical in regulated financial services, where a single deal can involve 8–12 decision-makers across compliance, technology, and procurement.

Designed and built the full GTM architecture inside HubSpot: custom object structure for multi-stakeholder deals, lifecycle logic calibrated for 12–18 month sales cycles, and a MEDDPICC Playbook adapted for regulated enterprise buyers.

Built a 1:1 personalised video outreach platform integrated with the CRM, allowing BDRs to send individually customised videos at scale. Implemented ABM-tier account lists targeting the top 30 financial institutions. Built marketing automation sequences, lead routing logic, and a board-ready pipeline dashboard. Total build time: 11 weeks.

Within 60 days of go-live, BDR outreach response rates tripled vs. the previous ad hoc email approach. Conversion from first meeting to qualified opportunity doubled. Two of the initial inbound leads — major financial institutions — progressed to pilot agreements during the engagement.

The investor presentation included a fully evidenced pipeline dashboard showing 14 active opportunities across Tier 1 and Tier 2 institutions, with deal velocity and stage data. The Series A round closed successfully. The CRM system built for the engagement is still in use.