#The challenge
The company scaled its team and its customer base faster than its go-to-market systems could keep up. Reps and leaders could not see each other's activity in the CRM, pilots were being double-counted because pilot deals and new-business deals were modeled separately, and lead attribution was incomplete enough that nobody could say which channels actually produced wins. Leadership was rebuilding its reporting by hand every week.
#The approach
CRM and deal-stage re-architecture
Rebuilt the HubSpot deal architecture — sales stages, entry and exit gates, and the automation behind them — and consolidated the separate pilot and new-business deal models into one, so every pilot is counted once and closed-won deals automatically create a linked renewal.
Attribution and lead lifecycle
Stood up a full attribution system: UTM mapping, hidden-form UTM capture, a channel translator that normalizes raw traffic sources into clean channels, and default attribution tagging on every form — then split the pipeline into the company's two distinct buyer motions so leadership could see which channels drive wins in each.
Enrichment engine in Clay
Built inbound and post-event Clay enrichment tables for both contacts and companies — buyer-type classification, role-based headcount signals, and an email and phone waterfall — then re-tuned the logic for credit efficiency once real volume was known.
Event attribution at scale
Imported and tagged event attendee lists into the CRM with a five-field event-attribution model and dedicated segment lists, so event spend could be traced to pipeline instead of disappearing into a generic source.
Executive reporting and a GTM diagnostic
Turned on a daily CRM digest, ran a quarterly GTM diagnostic scorecard across 16 dimensions, and scoped an executive and board reporting suite to replace the weekly hand-built reports.
#Outcomes
Funnel conversion: a partial quarter measured against a complete one
MQL-to-SQL conversion more than doubled between the last complete quarter and the quarter that was still running, as reported in the quarterly business review LeanScale runs off the CRM it rebuilt. The comparison is not like-for-like and should not be read as one: the readout happened with about three weeks still left in the quarter, so a part-quarter is being set against a full one. On the call the customer pushed back on the size of the jump, and LeanScale agreed that some of it comes from a surge of imported records moving straight from MQL to sales-accepted with little qualification in between. This is the company's own funnel number, newly visible in the system LeanScale rebuilt — not a claim that LeanScale produced the revenue.
Channel mix visible for the first time
Quarter to date, referrals produced the largest share of closed-won deals while inbound produced more revenue — a split the company had no way to see before the attribution rebuild. Both readings come from the same LeanScale-run quarterly review, and both cover a quarter that had not finished.
CRM data-quality score
The CRM data-quality score stood at 70 out of 100 at the review, with hygiene projects underway and a stated goal of 98 by the end of that same quarter. The score is produced by LeanScale's own CRM health scoring, and 98 is the target that was set on the call, not a result that was reached.
GTM diagnostic baseline set
LeanScale's quarterly GTM-engine scorecard (16 dimensions, 1–5 scale) rated the engine 3.0 out of 5, with an agreed target for the next quarter. This is our own assessment framework applied to the account, not an external benchmark.
Embedded delivery
By our count in the delivery tracker, 40+ shipped tasks across four concurrent workstreams — CRM architecture, attribution, enrichment and reporting — inside the review window.