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Technology

  • Hardware
  • AI & platforms

Your deal takes three pilots and six stakeholders. Your CRM sees one contact.

RevOps consulting for technology companies selling hardware, AI and platforms into complex buyers — the people accountable for long cycles, pilots and the rollout that follows.

Who this is for

Built for technology companies where the sale doesn’t end at signature.

Selling software is one sale. Selling a charger, a sensor network or an AI model into an enterprise is three: the pilot, the purchase and the rollout, each with different people on the buyer’s side and different teams on yours. Early on, the founder runs all three from memory. By the time there is a sales team, an implementation team and a channel, that memory has been replaced by a spreadsheet per team.

Hardware or software, both work here. Some of you ship physical product with inventory, installs and field service; some sell models or platforms where the install is an integration project; plenty do both. What matters to us is that a deal has more stages than a CRM template expects, and more people than one contact record holds.

If what you need is manufacturing or supply-chain planning, that is ERP territory and we would be the wrong firm. We work on everything from the first conversation to a customer who is live and renewing.

Most of what we rebuild lives in HubSpot, connected to the ERP or inventory system (NetSuite is the usual one) and to whatever tracks pilots and deployments. If you are not on HubSpot and not considering it, say so early and we will tell you whether we can still be useful.

The usual situation

One deal. Three teams. Three records.

Sales tracks the opportunity, solutions tracks the pilot, operations tracks the order. Each is right about its own stage, and none of them can see the next one.

  1. HubSpot The opportunity, and one of six buyers
  2. Pilot tracker What is being tested, and whether it is passing
  3. ERP or inventory What has been ordered, built and shipped
  4. Partner spreadsheet Who brought the deal in

So a deal that converts from pilot gets re-entered for ordering, again for install, and again when the partner asks about their commission.

What it actually costs

Where technology companies lose revenue, not just time.

  • Pilots with no exit criteria. Proofs of concept run until someone remembers to ask how they went. Without a stage that defines success, a pilot can’t convert. It can only expire.
  • Buying committees squeezed into one contact. The champion is in HubSpot. The economic buyer, the security reviewer and procurement live in a rep’s notes, and leave with the rep.
  • Channel deals nobody can attribute. A partner introduced it, a rep closed it, and nobody can say which, so commission disputes get settled in Slack.
  • Orders re-keyed into the ERP. What sales quoted and what operations ships are two documents, reconciled by whoever notices they differ.
  • Forecasts with no pilot stage. The pipeline shows signed deals and hopeful ones, with nothing in between to say which pilots are on track.

None of this is a CRM failure or an ERP failure. Each is doing what it was bought for. What is missing is a deal record that follows the opportunity through the pilot and into the order.

Five to ten hours a week of re-keying across sales, solutions and operations is an eighth to a quarter of somebody’s salary. With deals this size, that is the smaller number. The bigger one is the pilot that would have converted if anyone had owned its next step.

If the instinct is to get organized before bringing anyone in: getting organized is the first phase of the work. Here is how it runs.

One example

Off a project tool and into a CRM in two weeks.

An EV-charging hardware company had outgrown running its sales on a project-management board.

  1. What we built. A HubSpot setup built around its sales process: round-robin lead assignment, deals created automatically, and a real-time dashboard.
  2. How long it took. Two weeks from the kickoff call to the team actively selling (and closing deals) inside of HubSpot.
2 weeks
From project board to working CRM

Tell us where the long deals go quiet.

Thirty minutes. Bring the deal that has been “in evaluation” longer than it should be, and we will show you where it stalled and why the CRM can’t see it. If an Orientation makes sense we will scope one; if something simpler would fix it, we will say so.

Schedule a Chat
  • We trace one deal from first meeting through pilot to order
  • We name the handoffs where records get re-keyed or lost
  • We describe what an Orientation would cover for a team selling what you sell
  • We tell you plainly if we are not the right fit

How we help

Map it, design it, build it — from first call to live deployment.

The same three phases as every engagement, pointed at the long stretch between interest and installation.

  1. 01 Current Reality Where you are now
  2. 02 Orientation Discovery & audit
  3. 03 Cartography Mapping & design
  4. 04 Exploration Build & implement
  5. 05 Connected Operations Where you end up

Orientation

We follow one deal from first meeting to live customer: the pilot, the buying committee, the order, the install, the partner who introduced it. Four weeks, ending in a findings document and a full audit of your portal.

Cartography

Quick wins first, then the design: pilot stages with real exit criteria, a deal record that holds a whole buying committee, and a clean handoff from closed-won to the ERP. Approved pieces get built as we go. Around twelve weeks.

Exploration

We build out the rest with your team — pipelines, partner attribution, order and deployment handoffs, forecasting — then train them and hand over SOPs detailed enough that a new solutions engineer can’t break it. Around six weeks.