HubSpot Marketing Services · CRM
Finally, a CRM Your
Sales Team Will Actually Use
HubSpot CRM implementation that makes sense. No more spreadsheets. No more sticky notes. Just revenue.
Most CRMs fail for the same reason: they were built by people who have never sold anything. Reps spend more time updating the system than actually selling. Pipeline views do not reflect how the team works. Nobody trusts the data. You paid for licenses that nobody uses. TPG implements HubSpot CRM so it works for your team, not against them: zero manual entry through automatic activity capture, pipeline stages that mirror your actual sales process, marketing attribution configured before go-live, and dashboards that show what matters in seconds. A CRM that sales reps actually use is the only CRM that produces accurate pipeline data.
The Real Problem
Your current CRM is a spreadsheet with a logo on it
- Sales team avoids the CRM like it's radioactive
- Reps spend more time logging than selling
- No idea what's actually happening in your pipeline
- You paid for licenses. Nobody uses them.
- Marketing and sales using different definitions of "qualified"
- Pipeline reports contested in every revenue review
- The one person who understood the configuration left
- Zero visibility into marketing's contribution to pipeline
- CRM built for salespeople, not database administrators
- Email tracking, call logging, activity capture — zero manual entry
- Every deal, every activity, every opportunity in one view
- Know when leads are hot. Get alerts that matter.
- Sales and marketing speaking the same language
- Dashboards that make sense. Reports in seconds, not hours.
- Full functionality on phones. Update deals from anywhere.
- Marketing-sourced pipeline attribution configured before go-live
The Implementation Process
12 steps that separate a CRM that works from one that becomes shelfware
Every step is in sequence. The sequence matters. Steps that are reordered or skipped create remediation projects that cost more time than the original step would have taken.
Revenue Model Alignment
What does the revenue model require from the CRM? This determines every configuration decision that follows.
Data Model Design
Every custom property defined with name, data type, use case, and owner. Properties without documented purpose degrade data quality.
Lifecycle Stage Definition
Entry and exit criteria specific enough that sales and marketing make the same stage determination independently.
Deal Pipeline Configuration
Deal stages mirror the actual sales process, not the default. Multiple pipelines for different teams, regions, or products.
Lead Routing
Territory rules, round-robin, and escalation paths tested before go-live. Routing errors in week 1 destroy sales trust fast.
Marketing Hub Sync
Bi-directional sync with field-level mapping documented. Test records verify attribution fields arrive correctly. Most commonly skipped.
UTM Taxonomy
UTM structure defined and distributed to every team creating marketing links before any campaigns launch. Most commonly incomplete.
Attribution Dashboards
Marketing-sourced pipeline dashboards built before live data enters the system. Build after go-live and the first 60 days are invisible.
Data Migration
Contact, company, and deal data migrated with field mapping documented and deduplication logic applied before import.
Go-Live Validation
End-to-end workflow testing with sales team members. Sales leadership approves pipeline dashboard before go-live confirmed.
Sales Team Training
Role-specific training: reps on daily workflows, managers on pipeline reporting, admins on configuration maintenance.
30/60/90 Measurement
Post-go-live attribution reviews at day 30, 60, and 90 establish the baseline all future pipeline reporting compares against.
Section 01
Why Sales Teams Avoid Most CRMs — and What Actually Fixes It
The root causes of CRM adoption failure and why the fix is design, not mandate.
CRM adoption fails because of data entry, not resistance to technology
Sales managers who blame low CRM adoption on sales rep laziness or change resistance are diagnosing the symptom rather than the cause. The actual cause is data entry burden. A CRM that requires a rep to manually log every call, type notes after every meeting, enter email activity by copying subject lines and timestamps, and update deal stages after every interaction is asking that rep to spend 45-90 minutes per day doing administrative work that produces no revenue. Reps who are working against a number make a rational economic decision: selling is the activity that pays, and logging is the activity that costs. They log the minimum required to satisfy their manager and maintain the rest of their pipeline in a spreadsheet where they can work fast. The result is a CRM with incomplete data, an inaccurate pipeline report, and a sales manager who cannot tell the difference between a well-run territory and a disaster zone. HubSpot addresses the root cause rather than the symptom: the HubSpot Sales extension installed in the rep's email client (Gmail or Outlook) automatically captures every email sent and received, logs call activity from the HubSpot calling tool, syncs calendar meeting data, and tracks link opens and document views. The CRM updates itself. The rep's job is to work their deals, not to document their work.
The second cause of CRM adoption failure is pipeline stage design that does not reflect how the team actually sells. When the CRM was configured, someone chose deal stages that made sense administratively: Prospecting, Qualification, Proposal, Negotiation, Closed Won, Closed Lost. In practice, the sales team has a completely different mental model of their sales process: they know the difference between a "discovery call booked" deal, a "champion identified" deal, a "security review pending" deal, and a "budget approved, legal reviewing contract" deal — but none of those distinctions are reflected in the four generic stages, so reps leave every deal at the stage where they parked it rather than updating it through a system that does not match reality. TPG's implementation process starts with a revenue model alignment session specifically because the deal stage configuration must reflect the actual sales process to produce both adoption and accurate pipeline forecasting. Generic stages produce a CRM that is technically configured but functionally useless.
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Section 02
HubSpot CRM Implementation: The 12-Step Process That Produces Pipeline Attribution
What the complete enterprise HubSpot CRM implementation process covers, why each step is in sequence, and what the most commonly skipped steps cost when they are deferred.
Why the sequence matters and what skipping steps 6-8 costs
Most HubSpot CRM implementations follow a visible sequence: configure properties, set up deal stages, migrate data, train users, go live. They miss the invisible sequence: before any campaign launches, the attribution infrastructure must be fully configured. Attribution infrastructure means three things done simultaneously: the Marketing Hub to CRM sync is configured with field-level mapping documented and tested for every property that needs to sync, including the attribution fields (original source, first conversion, and recent conversion) that are the most commonly missing; the UTM taxonomy is defined, documented, and distributed to every person and every agency that creates marketing links before any campaigns go live; and the attribution dashboards are built before go-live so that campaign data flowing into the system is visible and monitored from day one rather than accumulating undetected with data quality problems. When steps 6, 7, and 8 are skipped or deferred, the implementation appears to go live on schedule but the first attribution report, produced 60-90 days after go-live, shows either zero marketing attribution or attribution numbers that do not match reality. Retroactively attributing the first 60-90 days of campaign data after the fact is either impossible or requires hours of manual reconciliation.
The critical path for a standard 6-8 week HubSpot CRM implementation: Steps 1 through 6 run concurrently in weeks 1-4 (revenue model alignment, data model design, lifecycle stage definition, deal pipeline configuration, lead routing, and Marketing Hub sync); Steps 7 through 9 run concurrently with Steps 4-6 in weeks 3-6 (UTM taxonomy, attribution dashboard build, and data migration); Steps 10 through 12 run in the final week before go-live (end-to-end workflow testing with sales team members, sales leadership approval of the pipeline dashboard they will use post-go-live, and post-go-live measurement schedule confirmed with Day 30 and Day 90 attribution reviews on the calendar). TPG publishes a complete go-live checklist for HubSpot CRM implementations that covers every attribution-critical configuration item with defined sign-off requirements at pedowitzgroup.com. Every item on the checklist should have a named owner and a completion date before the go-live date is confirmed.
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Section 03
HubSpot Deal Pipeline Configuration and Sales Process Design
How to configure HubSpot deal stages, pipeline automation, and sales process workflows so they reflect how the team actually sells — not how a default CRM template assumes they sell.
Why deal stages are not a configuration decision, they are a sales process definition decision
Deal stage configuration is the single most consequential technical decision in a HubSpot CRM implementation, and it is almost always treated as an administrative task rather than a strategic one. When stages are configured by a HubSpot administrator following generic best practices, the result is a pipeline that does not reflect the sales team's actual mental model of where deals stand. Sales reps who cannot see their mental model in the CRM will not update deal stages as deals progress, which means the pipeline report is always stale. The stage progression that is accurate in the rep's notebook is not captured in HubSpot, so the pipeline coverage ratio, the average sales cycle length, and the stage-by-stage conversion rates in the forecast dashboard are all calculated from incomplete data. Getting the stage configuration right requires a process that starts with the revenue model: what does the business need to understand about deal progression to forecast accurately and manage sales effectively? From that answer, the deal stages are derived — not from a template, not from what a previous CRM used, and not from what the head of sales prefers off the top of their head without alignment with the finance team.
HubSpot supports multiple deal pipelines, which is the correct architectural approach for organizations with different sales motions that should not share a single pipeline: a transactional SMB pipeline, an enterprise pipeline with a different stage model and longer cycle, a renewal and expansion pipeline with stages that reflect customer journey milestones rather than prospecting milestones, and a channel or partner pipeline where the stage progression reflects the partner rather than the direct sales team. Deal automation within each pipeline is configured to trigger specific actions when deals enter or exit stages: task creation for follow-up activities, notifications to the deal owner, workflow enrollment for documents or proposals, and marketing communication suppression for contacts associated with active deals where sales-specific communication should take over from marketing nurture. Pipeline automation is the mechanism that eliminates the manual coordination work between CRM stages and operational activity, and it is built during the deal pipeline configuration step rather than added later as an enhancement.
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Section 04
Marketing-to-CRM Attribution Architecture: Connecting Every Touch to Pipeline
How to configure the HubSpot Marketing Hub to CRM sync, UTM taxonomy, and attribution dashboards so that marketing program contributions to pipeline are visible and trusted.
Why the attribution infrastructure must be built before campaigns launch
The attribution gap in most HubSpot implementations is not visible until someone asks the question: "Which marketing programs produced pipeline last quarter?" At that point, the team discovers that the Marketing Hub to CRM sync is missing attribution fields, the UTM parameters on campaigns are inconsistent, and the pipeline influencer report shows either nothing or data that does not match anyone's recollection of what actually happened. The gap was created in the first 60-90 days of the implementation when the attribution infrastructure was not in place before campaigns launched. The data that would have attributed those campaigns to the opportunities they influenced was never recorded, because the sync was not configured, the UTM taxonomy was not standardized, and the attribution dashboard was not built to catch the problems in real time. Retroactively recovering this attribution is either impossible or requires manual reconciliation that takes longer than building the infrastructure would have. The only prevention is building the attribution infrastructure before go-live.
TPG's attribution architecture for HubSpot CRM implementations covers four specific configurations: Marketing Hub to CRM sync field mapping (every HubSpot Marketing Hub contact property that should appear in the CRM is mapped with documented field name, data type, sync direction, and overwrite logic — with special attention to the three attribution fields — original source, first conversion, and recent conversion — that are most commonly missing), UTM taxonomy governance (a documented UTM parameter structure that is distributed to every internal team and every external agency that creates marketing links before any campaigns launch, with a governance process for onboarding new teams and maintaining consistency as campaigns scale), attribution dashboard build (the marketing-sourced pipeline dashboard, the channel attribution report, and the campaign influence report built in HubSpot before any live campaign data enters the system, so data quality problems are visible from day one), and contact-to-company association (every marketing-created contact associated with the correct company object so account-level attribution reporting works correctly).
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Section 05
HubSpot Lead Routing: Territory Rules, Round-Robin, and Escalation
How to configure HubSpot lead routing workflows so that every new lead reaches the right sales representative within the defined SLA — and what happens when routing is wrong in week 1.
Why lead routing errors in the first week of operation are the fastest way to destroy sales trust
Lead routing errors in the first week of a HubSpot CRM go-live are the most damaging outcome of an incomplete implementation. When a sales representative follows up with a lead only to discover that the same lead was also contacted by a colleague in a different territory, or when a high-value enterprise lead sits unworked for 48 hours because the routing rule assigned it to a rep who was on vacation, or when the SDR queue is receiving enterprise inbound leads that should route directly to account executives, the sales team's first experience with the new system is that it made their job harder. The instinctive response is to route around the system: check leads directly in the form submission notifications, forward emails to the right rep manually, and treat the CRM routing as something to work around rather than rely on. This response is rational from the individual rep's perspective and catastrophic from the data quality perspective, because the manual routing creates records that are not associated with the correct owner, the correct territory, and the correct SLA clock. TPG tests every routing rule with real test records before go-live, not after.
HubSpot lead routing is configured through Workflows, and the configuration covers four scenarios: territory-based routing (contacts or companies matching defined territory criteria routed to the assigned rep based on industry, company size, geography, or account list), round-robin assignment (leads distributed evenly across a sales pool with a queue management system that accounts for rep availability and capacity), escalation routing (leads that meet high-intent criteria — pricing page visit, competitor comparison download, or demo request — routed to senior reps or account executives rather than entering the standard SDR queue), and overflow routing (backup routing rules that trigger when the primary assignee is unavailable or when assignment fails for a defined reason, preventing leads from falling into an unowned state). SLA monitoring is configured simultaneously: a workflow that creates a task and sends a manager notification when a lead has not received a first activity within the defined SLA window ensures that the routing configuration is monitored in real time rather than evaluated in a monthly review after leads have aged out.
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Section 06
HubSpot CRM Data Quality and Governance
How to build the data governance program that keeps the HubSpot CRM reliable over time — after the implementation team leaves and the normal entropy of business data sets in.
Why data quality is an ongoing operation, not a one-time migration cleanup
Every HubSpot CRM implementation delivers clean data at go-live. The implementation team deduplicates the contact database, standardizes field values, removes stale records, and populates missing required fields before the data is migrated. Six months after go-live, without a data governance program in place, the database has accumulated new duplicate records from forms that allow free-text input, ICP criteria fields that are blank on 40% of recently created contacts because the import template was not enforced, lifecycle stage records that are stale because the automation rules governing stage transitions were misconfigured in month 3 and nobody noticed, and deal owners that are incorrect because two reps were reassigned to new territories but the historical deals were not updated. The pipeline reports that were accurate at go-live are producing different numbers every time someone filters by different criteria, and the sales team is losing confidence in the data the same way they lost confidence in the previous CRM. The implementation solved the data quality problem at a point in time. Data governance solves it continuously.
TPG's HubSpot CRM data governance program covers four operational components: deduplication governance (automated detection of duplicate contact and company records on a rolling cadence with merge rules that define which record is authoritative when duplicates are found), field completion programs (HubSpot workflows and progressive profiling sequences that systematically collect the ICP criteria, segmentation fields, and scoring inputs that scoring and targeting require), lifecycle stage automation maintenance (quarterly review of the automation rules governing stage transitions, with a process for identifying and correcting contacts that are stuck in incorrect stages due to rule errors), and data health monitoring (monthly data quality reports using HubSpot's property reporting and custom dashboards to track duplicate rate, required field completion rate, and lifecycle stage distribution against defined quality thresholds that trigger remediation when exceeded). The governance program is the operational activity that protects the implementation investment over time and ensures that the CRM produces reliable pipeline data years after go-live, not just in the first quarter.
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Section 07
HubSpot CRM Dashboards and Pipeline Reporting That Sales and Finance Both Trust
How to build HubSpot CRM dashboards that produce the pipeline and revenue reporting that sales managers, CMOs, and CFOs all use — and stop the dashboard debate that happens when different reports show different numbers.
Why the pipeline dashboard debate happens and how to end it
The pipeline dashboard debate — where marketing, sales, and finance each pull a different pipeline number from different reports — is a symptom of two problems. First, the attribution infrastructure was not fully configured, so each report draws from a different slice of incomplete data. Second, the pipeline definition is not standardized: marketing counts contacts who have been categorized as MQLs, sales counts active deals in the pipeline stage, and finance counts deals in the "Proposal" stage and above. Each definition is internally consistent and each produces a different number, which produces a 90-minute argument in every revenue review about whose number is correct rather than 90 minutes about how to close the gap. The structural fix requires both problems to be resolved simultaneously: the attribution infrastructure must be in place so all reports draw from the same unified data, and the pipeline definitions must be aligned across marketing, sales, and finance before the dashboards are built so that all three functions are looking at the same metric with the same filter criteria.
TPG builds four specific dashboards as part of every HubSpot CRM implementation: the sales pipeline dashboard (deal count and value by stage, pipeline coverage ratio, average sales cycle length, and stage-by-stage conversion rates — the view the sales manager needs for weekly 1:1s and forecast calls), the marketing attribution dashboard (marketing-sourced pipeline by channel, campaign influence report, first-touch and last-touch attribution, and cost-per-opportunity by program — the view the CMO needs to defend the marketing budget), the revenue forecast dashboard (pipeline weighted by stage probability, forecast category, close date distribution, and previous quarter comparison — the view the CRO and CFO need for revenue planning), and the data health dashboard (duplicate contact rate, required field completion rate, deals without activity in 14 days, and MQL SLA compliance — the operational view that keeps all other dashboards reliable). All dashboards are built before go-live rather than after, so the baseline is established from the first day of live operation.
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Section 08
Sales Team Adoption: Building the CRM So Reps Use It, Then Keeping Them Using It
The change management approach that produces adoption rather than compliance — and the ongoing governance that keeps adoption from degrading after go-live.
Why CRM adoption fails after successful launches and how to prevent the regression
The pattern that CRM implementations follow is consistent: go-live adoption is high because the implementation was well-communicated and sales leadership mandated usage. Adoption peaks at 70-80% in the first month. By month 4, it has dropped to 40-50% as the novelty fades, the first data quality problem is discovered, and reps who found workarounds to avoid data entry settle back into their old habits. By month 8, the CRM is back to the same adoption rate as the system it replaced. This regression happens not because the implementation failed technically but because the change management program treated go-live as the endpoint rather than the beginning. Adoption is not a one-time event. It is an ongoing operational program that monitors usage, identifies reps who are not logging activity, surfaces the data quality problems that are eroding trust, and continuously makes the argument — in terms of outcomes the rep cares about, not in terms of management compliance requirements — that using the CRM is in the rep's interest.
TPG's sales adoption program for HubSpot CRM implementations covers three phases: pre-go-live (involving sales reps in the pipeline stage design so they recognize the stages as their own rather than imposed, conducting role-specific training sessions for reps, managers, and admins in the week before go-live, and establishing the rep-level usage baseline against which the first 30 days will be measured), post-go-live monitoring (weekly adoption metrics for the first 90 days showing activity logging rate by rep, deal update frequency, and pipeline completeness, with proactive outreach to reps whose adoption is declining before it becomes entrenched), and ongoing governance (quarterly pipeline stage reviews that assess whether stages still reflect the actual sales process, monthly data quality reviews, and the CRM admin ownership model that ensures someone is accountable for CRM health as the system evolves). The adoption metric that matters most is not the usage rate of the software. It is the MQL-to-SQL conversion rate and the pipeline accuracy rate, which are the outcomes that adoption enables.
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Section 09
HubSpot CRM Migration: Moving from Salesforce, Dynamics, or Another CRM
How to migrate to HubSpot CRM from Salesforce, Dynamics, or any other CRM without losing historical attribution data, breaking active deal associations, or disrupting the sales team during the transition.
The migration risks that turn a straightforward CRM transition into a multi-month remediation project
HubSpot CRM migrations from Salesforce are the most common and the most commonly underestimated. The contact and deal data migrates cleanly because both systems use the same fundamental object model. The attribution data — which is the most valuable data in the CRM from a revenue intelligence perspective — is the most commonly lost. Salesforce stores marketing attribution in Campaign Member records that link contacts to campaigns to opportunities. HubSpot stores attribution in contact properties and deal influence records with a different data model. The mapping between these two models is not automatic, and the migration tools that handle contact and deal data do not handle attribution data unless the attribution mapping is explicitly configured as part of the migration plan. Organizations that migrate contacts and deals without mapping attribution data lose the historical connection between marketing programs and the opportunities they produced, which means the first 12-24 months of attribution data in HubSpot cannot be compared to historical data from Salesforce because the historical data was never migrated in a format that HubSpot can use.
TPG's HubSpot migration process covers three phases: pre-migration audit (full inventory of Salesforce objects, field mapping documentation, identification of custom objects that require HubSpot custom object equivalents, and attribution data analysis to determine what can be migrated and what will require manual remediation), migration execution (contact, company, deal, and attribution data migrated in the correct sequence with field mapping documented and verified, active deal migration timed so that no deals lose owner or stage assignment during the cutover window, and the Salesforce to HubSpot sync kept live during a parallel operation period to catch discrepancies before final cutover), and post-migration validation (30-day parallel operation period where data quality is monitored in both systems simultaneously, attribution baseline report generated from migrated data, and sales team confirmation that deal and activity histories are complete before Salesforce access is removed). The parallel operation period is the most commonly skipped cost-saving measure and the one that produces the most expensive post-migration remediations when skipped.
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Section 10
HubSpot CRM Managed Services: Ongoing Optimization After Go-Live
How TPG's HubSpot CRM managed service maintains data quality, pipeline accuracy, and attribution reliability after the implementation team has handed off — so the CRM gets better over time instead of degrading.
Why most CRM implementations degrade after the implementation partner leaves and what prevents it
The implementation partner delivers a functional CRM. The internal team maintains it until the person responsible for HubSpot administration gets promoted, leaves, or gets absorbed into other responsibilities. Over the following 12-18 months, the pipeline stage definitions drift from the actual sales process, the lead routing rules accumulate exceptions that nobody cleaned up, the data quality governance program that was described in the implementation documentation was never operationalized, and the attribution dashboard was never updated when the UTM taxonomy changed after a new agency was hired. The CRM functions but does not produce reliable pipeline data. This is not a HubSpot problem. It is a governance problem that occurs in every CRM when the operational program that maintains the implementation's integrity is not resourced. TPG's HubSpot CRM managed service is the operational program.
The managed service covers: monthly data quality governance (deduplication monitoring, field completion rate reporting, lifecycle stage audit, and pipeline stage compliance reporting), quarterly optimization reviews (pipeline stage definition review, routing rule audit, attribution dashboard validation, and HubSpot feature adoption review for new capabilities that could improve operations), ongoing configuration support (workflow and automation updates, custom property additions, new pipeline creation, and integration configuration as the business and stack evolve), and strategic alignment (quarterly revenue review preparation, attribution reporting for CMO and CFO, and the HubSpot roadmap advisory that ensures new HubSpot product releases are evaluated and adopted where they improve the revenue operation). Every managed services engagement is backed by the TPG guarantee: if the work is unsatisfactory for any reason, it is redone at no charge; if still not satisfied, the client does not pay.
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HubSpot CRM: Frequently Asked Questions
Direct answers to the most common questions about HubSpot CRM implementation, adoption, migration, and TPG's engagement approach.
Why do sales teams avoid using the CRM?
The primary cause is manual data entry burden. Reps who must log every call, email, and meeting manually spend 45-90 minutes per day doing administrative work that produces no revenue. They make a rational economic decision: selling pays, logging costs. HubSpot addresses this through the Sales extension that automatically captures email activity, calls, and meetings — so the CRM updates itself.
The secondary cause is pipeline stage design that does not reflect how the team actually sells. When reps cannot recognize their actual sales process in the CRM stages, they stop updating deals as they progress.
How long does a HubSpot CRM implementation take?
Standard implementations take 6 to 8 weeks. Steps 1-6 run concurrently in weeks 1-4. Steps 7-9 run concurrently with steps 4-6 in weeks 3-6. Steps 10-12 run in the final week before go-live. Enterprise implementations with complex custom objects, multi-territory routing, and external integrations typically run 12 to 16 weeks.
What is the most common reason HubSpot CRM implementations fail?
Attribution infrastructure not configured before campaigns launched. Specifically: UTM taxonomy not standardized before campaigns go live, Marketing Hub to CRM sync not tested with field-level mapping, and attribution dashboards not built before live data enters the system. When the first 60-90 days of campaign data accumulates without proper configuration, that data cannot be retroactively attributed.
The second most common failure is low sales team adoption from a CRM configured to satisfy data requirements without considering rep usability.
What does TPG include in a HubSpot CRM implementation?
The full 12-step process: revenue model alignment, data model design, lifecycle stage definition, deal pipeline configuration, lead routing, Marketing Hub sync, UTM taxonomy, attribution dashboard build, data migration, go-live validation, sales team training, and post-go-live measurement at 30, 60, and 90 days.
Backed by the TPG guarantee: if unsatisfactory for any reason, TPG redoes the work at no charge. If still not satisfied, the client does not pay.
Can HubSpot CRM replace Salesforce?
For many B2B organizations, yes. HubSpot replaces Salesforce when requirements include: a single platform connecting marketing, sales, and service data natively; a UI sales reps will use without admin support; built-in marketing attribution; and lower total cost of ownership for the full revenue operations stack.
HubSpot is not the right replacement when requirements include extremely complex custom object hierarchies, deep Salesforce CPQ or Commerce Cloud dependencies, or multi-cloud Salesforce environments where the entire GTM stack is built on Salesforce APIs.
How does TPG handle HubSpot CRM migration from Salesforce?
In three phases: pre-migration audit (full Salesforce object inventory, field mapping documentation, custom object equivalence analysis, and attribution data mapping), migration execution (contacts, companies, deals, and attribution data migrated in sequence with a Salesforce-to-HubSpot parallel operation period), and post-migration validation (30-day parallel operation to catch discrepancies before final Salesforce cutover).
Attribution data is the most commonly lost element in Salesforce migrations. TPG explicitly maps Salesforce Campaign Member records to HubSpot attribution fields to preserve historical attribution connectivity.
Get a CRM Your Sales Team Will Actually Use
HubSpot Platinum Partner. 6-8 week standard implementation. Attribution configured before go-live. 12-step process that produces pipeline data, not shelfware. Backed by the TPG guarantee: if unsatisfied, we redo it at no charge. If still not satisfied, you don't pay.