Case Study:

3T Software Labs: Eight Months Inside a Complex HubSpot Ecosystem

Client: 3T Software Labs
Engagement: March 2025 – March 2026 (12 months)
HubSpot Hubs: Marketing Hub Pro · Sales Hub Enterprise · Service Hub Enterprise
How We Connected: Upwork for 3.5 months converted to 8 month contract

Client Overview

3T Software Labs builds Studio 3T and Robo 3T — two of the most widely used tools for MongoDB developers. They operate a multi-product SaaS model with thousands of users worldwide, ranging from individual licenses to enterprise renewals and multi-year subscription terms. Their team is global, their Managing Director is based in Berlin, and their sales and customer success operations span multiple time zones.

When they posted on Upwork, they were looking for HubSpot help with reporting and visualizations — moving data out of Excel and into HubSpot dashboards. What they got was quite a bit more than that.

Challenge

The original brief was focused: the revenue team was downloading HubSpot data monthly into spreadsheets to do their analysis. They wanted to do that work inside HubSpot instead.

Reasonable ask. But as I got into the portal, it became clear that the reporting problem wasn’t really a reporting problem. The data underneath was inconsistent enough that building dashboards on top of it would have just made the inconsistency more visible — and more confusing.

Before anything could be trusted, the foundation needed work.

Here’s what we were actually dealing with:

• 500,000+ duplicate contacts — discovered mid-engagement, generated by a new development team whose integration had been creating duplicate records without anyone realizing it
• Renewal tracking that didn’t reflect reality — deals weren’t segmented by type, so churn, retention, and expansion all looked muddled in the data
• Multiple workflow layers that had accumulated over time, some overlapping, some contradicting each other, all technically active
• Team turnover that had taken institutional knowledge with it — processes existed, but the documentation didn’t
• Attribution gaps tied to forms and campaign assets that lived outside the HubSpot ecosystem
• Quote infrastructure that was actively breaking — rendering failures, layout instability, approval logic that wasn’t working as expected
• Leadership with no reliable visibility into ARR or renewal velocity — and understandably low confidence in the numbers they did have

The six-month contract became eight months because once you start untangling a portal like this, you see how many layers are connected. Fix the duplicates and the reporting changes. Fix the reporting and you need to revisit the lifecycle logic. Fix the lifecycle logic and you find workflow conflicts you didn’t know were there.

Workflow Governance: When Automation Gets Ahead of Itself

By the midpoint of the engagement, it was clear that workflow sprawl had become a stability risk.

There were workflows updating the same properties, re-enrolling contacts that other workflows had just moved, and triggering communications at unexpected times. None of it was intentional — it’s just what happens when a portal grows for a few years without a governance structure keeping track of what’s running and why.

The audit covered the full workflow library: identifying conflicts, cleaning up enrollment logic, documenting what each workflow was responsible for, and adding safeguards to prevent re-triggering. We added delay logic for processing stability, fallback workflows for edge cases, normalization workflows for data cleanup, and controlled property synchronization across related records.

The goal was automation you could predict. When a contact moves through the system, you should be able to say with confidence what’s going to happen next.

Marketing Hub: Beyond Email Campaigns

The Marketing Hub work expanded well beyond what was in the original scope.

In addition to the attribution repair, we rebuilt the email nurturing program — segmentation architecture, re-engagement workflows, campaign setup, and list management. Webinar and event reporting were also part of the engagement, including building out tracking for event-sourced leads and making sure that activity showed up correctly in attribution.

The marketing contact strategy also needed attention — at their scale, managing which contacts count toward their marketing contact limit and how that intersects with their license tier has real cost implications.

Service Hub: Making Support Visible

Service Hub work focused on operational structure and customer support visibility.

Ticket routing logic, branch workflows, helpdesk process design, support ownership clarity, ticket association strategy — the goal was making support activity trackable and measurable in a way it hadn’t been before. Some of the problems here were straightforward: inconsistent ticket generation and unclear escalation logic that made it hard to know where a ticket was or who owned it. Once the routing logic was cleaned up and workflow-triggered ticket creation was standardized, the support operation became something leadership could actually see.

Quote Infrastructure: The Most Technical Work

The quote template rebuild was some of the most technically intensive work in the engagement.

The original quote system had real problems: rendering failures, layout instability, module conflicts, styling inconsistencies, and approval logic that wasn’t behaving as expected. Several iterations required rebuilding quote components nearly from scratch, including HubL troubleshooting, branded template design, table alignment fixes, service period handling, and approval workflow logic.

This work also opened up a broader conversation about quoting governance — how products were structured, how revenue categories were defined, what a scalable quoting operation actually needed from HubSpot. The technical work and the operational strategy ended up being closely connected.

The Tradeshow (Yes, Really)

3T brought their team to New York for an industry event. I’m in Wichita, Kansas.

From my desk, I coordinated the pre-event email promotion, built the tradeshow lead follow-up sequence, and managed the campaign logistics so their team could focus on being at the event rather than worrying about what was happening in HubSpot back home.

This is the kind of thing that happens when a consulting relationship works the way it’s supposed to. The scope of work expands because the trust is there, and you stop being a vendor and start being a partner.

What Peter Said

“Teajai was fantastic. She understood our challenges, advised us on direction and plans and was great in her technical implementation. She understands HubSpot better than anyone we have ever worked with.”

“She got along with and communicated with everyone, from CRM salespeople to senior leaders. She is highly recommended.”

— Peter Caron, Managing Director, 3T Software Labs

The Bigger Picture

What started as “we want our reports in HubSpot instead of Excel” turned into a full operational rebuild.

That’s not unusual. In my experience, most companies that think they have a reporting problem actually have an architecture problem. The reports look wrong because the data underneath them is inconsistent. The data is inconsistent because the workflows conflict. The workflows conflict because they were built incrementally without a governance structure holding them together.

HubSpot doesn’t fail on its own. It drifts — slowly, through a thousand small decisions made without a long-term plan. Getting it back on track requires understanding not just how the tools work, but how the business works, and making sure those two things actually match.

That’s what this engagement was.