Case Study:

Transforming Service Operations with RevOps – A 300% Sales Increase in 18 Months

March 2023 to August 2024

Build. Work. Deliver. by Teajai

This is Part 2 of a two-part case study. Part 1 covers how this same client’s 40 years of data got migrated out of Goldmine and into HubSpot back in 2016 — the foundation everything below was built on.

The Situation

By the time this case study starts, this client and I had already been working together for years. Part 1 covers the early days — evaluating CRM options, migrating 40 years of data out of Goldmine, getting marketing running across four key segments, and eventually onboarding the sales team. That was 2016. By 2023, HubSpot had changed almost beyond recognition, and so had this client’s business.

What hadn’t changed was how they handled service requests: a notebook, and scraps of paper.

Every call for a repair — someone needing an original architectural plan tracked down, parts sourced, a subcontractor lined up — got written down by hand and worked from memory. Two people ran the entire department. One took the calls. The other did the actual coordination: pulling old plans, finding parts, chasing down subcontractors for quotes. There was no shared system between them, no way to see what stage a request was in, and no way to know what had quietly fallen through the cracks until a customer called back asking why they hadn’t heard anything.

This wasn’t a small side function. It was real revenue sitting on the table, held back by the fact that a two-person team had no way to systematize what they were doing.

Building the Process From the Ground Up

There was no existing service process to improve — there wasn’t a process at all. The first job was designing one from scratch and building it into HubSpot so two people could run it without things slipping.

Standardizing intake. Every call and email started routing into HubSpot as a service ticket instead of a notebook entry. To make sure nothing got missed, we standardized exactly what information got requested on every single request — the details needed to track down the original architectural plans for a structure. Email snippets kept that request consistent every time, so it didn’t depend on which of the two staff members answered the phone that day, or what they remembered to ask.

Automating the chase. Once a request came in, a follow-up task fired automatically if the customer hadn’t sent everything needed. Nobody had to remember to check back — the system did.

Separating service from sales. A dedicated CRM view kept service contacts distinct from the sales team’s “new” contacts, so the two teams weren’t tripping over each other’s records or working from a shared, cluttered list.

Routing to coordination. Once information was verified, it moved to the person handling plan evaluation, parts sourcing, and subcontractor quotes. Reminder emails kept subcontractor quotes from stalling, and separate reminders followed up with customers waiting to approve a quote — so approvals didn’t just sit.

Closing the loop. Once approved, the request handed off to accounting for payment. Tasks were assigned at each handoff point in the process, so someone was always personally responsible for what happened next — not just an automated email, but a person following up.

Adding Fuel: Paid Advertising

With a process finally in place that could handle volume without breaking, the next move was driving more of it. Google Ads and Facebook Ads campaigns targeted service requests directly, and CallRail was integrated with HubSpot to track which calls were coming from which ads — so ad spend could be judged on results, not guesswork.

The Results

Over 18 months, the service department went from a notebook-based side function to just under $1 million in revenue — a 300% increase in sales, run by the same two people who’d started the process by hand. What made that possible wasn’t more headcount. It was a system that caught what two people alone never could have caught consistently on their own.

Key Takeaways

• A defined process, even for a two-person team, prevents revenue from quietly leaking out through missed follow-ups
• Standardized intake (snippets, consistent questions) matters as much as the workflow around it — consistency has to start at the first touch
• Separating service and sales views in the CRM keeps two different jobs from interfering with each other
• Task assignment at key handoff points keeps automation from becoming a black box — someone is always accountable
• Paid advertising only pays off once the process behind it can actually handle what it brings in

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