This is a Think RevOps customer story. Think RevOps is the implementer. The speaker is Oliver Durham-Winch, global head of sales at Coyote.
Coyote builds software for commercial real estate. The page calls them 2018 EG Tech Award winners and part of the RICS Tech Affiliate program. Oliver’s customers are asset managers, property managers, and investment managers.
The pain he describes is go-to-market teams that did not share a customer view. Departments kept their own systems. Handoffs were manual. The activity and productivity of the sales team were hard to see, so they could not tell whether the sales process matched the journey. The page also says objectives and KPIs were not aligned across those teams.
Coyote used HubSpot for marketing automation and for the sales CRM. They wanted more complex process, workflow, and reporting, and they chose Salesforce.
The HubSpot → Salesforce playbook is the record map. This interview is the order of operations and one before-and-after on analyst time. It does not say how many contacts moved.
What they did, in order
Think RevOps started with OKRs, for the go-to-market teams and the wider company. Oliver says they had not been aligning company objectives with department objectives. The OKR rhythm came before the CRM cutover.
Next they drew the customer journey and a business blueprint. That drawing decided the data plan and the internal process.
Then they implemented Salesforce and migrated HubSpot data into it. They integrated Salesforce with HubSpot, Intercom, and Productboard. They built custom objects and workflows for finance revenue recognition. Reports and dashboards came after the objects existed.
HubSpot remains in that integration list. The page says the CRM data moved, and that HubSpot was connected to Salesforce. It does not say the marketing tool was turned off. I am not going to treat “integrated” as “retired.”
Sales and onboarding stopped passing customer facts through separate forms. That handoff moved into Salesforce.
What Oliver says changed
The line on the page is his. Before, the team could spend 3 to 4 hours pulling data apart and still miss the insight. After, a few minutes produced pipeline conversion rate, velocity, win rate, and sales-cycle length, and how those moved the forecast.
He also says account and contact coverage, team productivity, acquisition, and conversion are questions they can answer during the day. Think RevOps stayed on as a RevOps-as-a-service partner after the implementation. That ongoing contract is part of the story they tell. It is not a measured retention number.
There is no contact count, no property list, no dual-run length, and no license price.
What I would copy
Fix the operating rhythm before you map fields. Coyote’s missing customer view was an OKR and handover problem that showed up as a HubSpot limitation. Loading the same silos into Salesforce would have kept the 3 to 4 hour spreadsheet.
Draw the journey, then the objects. Revenue-recognition fields were custom because the blueprint asked for them. They were not a default HubSpot export.
Leave the old marketing tool connected until you know which emails and forms still write people. This page integrates HubSpot after the CRM migration. A hard shutdown is a second project.
The 3-to-4-hour figure is one leader’s memory of ad-hoc analysis. It is worth quoting with his name on it. It is a weak SLA for the migration itself, because the page never shows the query.
The HubSpot → Salesforce playbook is the load and the ID check Think RevOps does not describe. Use Oliver’s interview for the sequence: OKRs, journey, Salesforce, then the surrounding tools.