Proposal · Confidential
Proposal · Confidential
A six-month RevOps partnership
Twenty spreadsheets that don't talk to each other, a sign-up journey held together by people remembering to do things, and roughly 6,000 member schools with no single record. This proposal puts all of it into HubSpot inside an intensive two-month sprint — then gives you a dedicated RevOps team to run it, improve it, and train your own people to own it — with a clear choice about what happens next at month six.
Engagement overview
A six-month engagement to get HubSpot built, live and understood, followed by a decision you make with six months of evidence behind you rather than up front. The full detail of what's delivered sits below this section. Commercials are set out separately and we'll walk you through them on our next call.
An enhanced two-month implementation sprint, then four further months with the same full-time analyst running and refining what they built — while your ops team is trained alongside them. By month six the system is live, documented, and your people have had half a year of hands-on coaching.
| When | Resource |
|---|---|
| Months 1–2 | Implementation sprint — onshore Implementation Lead (circa 8 hrs/week, flexible) plus a dedicated RevOps Analyst full time (40 hrs/week) |
| Months 3–6 | The same RevOps Analyst, full time (40 hrs/week), plus Senior RevOps Specialist time (2 hrs/week) |
Decided around month four, when you can see how much support the system actually needs and how far your team has come. Nothing here is committed up front.
If the team have the ability and capacity to take on ownership of the CRM and processes, we'll make sure they're fully upskilled to do so before the end of the first six months.
Retain 50% of the RevOps Hub support from the initial six months — a steadying hand while your team takes on more of the day to day.
Retain the same RevOps Hub support as the initial six months — sensible if the roadmap is still growing, or if new markets and the sales motion are picking up pace.
| A · Internal takeover | B · Continued, reduced | C · Continued, same | |
|---|---|---|---|
| Analyst time per week | — | 20 hrs (2.5 days) | 40 hrs (5 days) |
| Senior Specialist per week | — | 1 hour | 2 hours |
| Who runs the CRM day to day | Your ops team, alone | Shared — your team, with support | RevOps Hub, alongside your team |
| Roadmap capacity | Whatever your team can absorb | Modest — maintenance and small changes | Full — new builds and expansion |
| Best when | The team has both the capacity and the confidence | The system is steady and needs a light touch | The roadmap is still growing |
The same in every option, so nothing is a surprise later.
Contracted directly with HubSpot via Colm Raleigh, including the ~35,000 AI credits. Not marked up by us.
Any integration middleware or enrichment tooling, if we jointly agree it's needed. None assumed today.
On-site days in London are included. Travel further afield charged at cost, agreed in advance.
What we heard
A five-year-old organisation that has grown fast and, in your own words, with an "oh, that'll do" approach to systems. The result is a business doing genuinely impressive numbers on infrastructure that can no longer carry it. Everything in this section came directly from our introductory call.
One goal, clear ownership
This only works if the knowledge in your team's heads makes it into the design. We bring the HubSpot capability and do the heavy lifting; you bring the business knowledge and make the calls only you can make. As discussed on the call — the only real limit on pace is how quickly we can get answers out of your team.
Owns the answers. Decides which fields matter, what a school record must show, and who owns what. Three ops leads work alongside us and progressively take the reins. Trainers feed in requirements and adopt the result.
Designs the data model, migrates the spreadsheets, automates the revenue journey, switches on AI service, trains your people — and then runs the CRM day to day for the length of the engagement.
Licensing across Marketing, Sales, Service and Content, plus the ~35,000 AI credits — contracted directly with HubSpot via Colm Raleigh. Not included in, or marked up by, the fees below.
The team you get
You were about to recruit a single CRM & Insight Manager. This engagement instead gives you a project lead who comes to you in person, a full-time technical resource doing the heavy lifting, and a senior strategic voice on call — for less than that one hire would cost you in year one.
Adoption is always better when someone is in the room. This is the person who gathers requirements, runs the workshops, and is accountable to Oliver and Humphrey for the sprint landing.
A named, full-time person — the same person throughout. In months 1–2 they are the build engine; from month 3 they are effectively your CRM team, running the thing they built.
A senior consultant retained for the strategic questions — a second opinion on the decisions that are expensive to get wrong, rather than another pair of hands.
Phase 1 · Months 1–2
Enhanced resource, deliberately front-loaded, to get the critical things live fast. Seven workstreams run concurrently — the data foundation gates the rest, so it starts on day one.
Early momentum
Big CRM projects lose people when nothing visible happens for three months. These are sequenced so your team sees real change inside the first fortnight.
Phase 2 · Month 3 onwards
Once the build is done, the same analyst moves into business-as-usual — and the emphasis shifts steadily from us doing it to your team doing it.
What happens at month six
You said you don't want to spend heavily training someone up only to lose them, and that your existing team's knowledge of the business is an asset no external hire can match. Agreed. So this engagement is deliberately built to make you less dependent on us over time, not more — and around month four we'll have an honest conversation about which of these you want. The pricing for each sits in the Commercial overview at the top of this page.
Extend the retainer as it stands. Sensible if the CRM keeps expanding in scope — more automation, more markets, more product lines — and you'd rather buy that capability than build it.
If you still want someone in the building, we'll write the job description, sit on the interview panel and tell you what to look out for — then hand over to them properly, rather than dropping a system on their desk.
Your ops team has been training and taking on tasks throughout. If they're ready, we step back to a light advisory retainer and they run it. They already know the business — that's the advantage no external hire can match.
Next steps
We'll walk through this together, work through anything you'd like changed, and talk you through the commercials in detail.