HubSpot as a RevOps Advantage | Matt Bolian, Co-Founder & CEO at Supered

As a Military Intelligence officer, Matt combined human, signals, geographic and other inputs through all-source intelligence. He collected information, synthesised it and communicated what decision-makers needed. These analytical habits transferred directly to his later career.

He views RevOps similarly: it combines sources and processes, identifies trends and distributes useful information. After leaving the military, he joined a telecommunications company but became chief of staff. He moved acquired companies’ quote-to-cash processes into Salesforce, teaching himself the CRM and learning how operating systems support revenue work.

Matt recognised RevOps' strategic value after surviving an organisational clear-out affecting colleagues hired by a departing executive. He attributed his position to collecting, synthesising and communicating operational information while learning an unfamiliar system. The experience showed him this capability was valuable and hard to hire for.

He and Brendan Tolson explored managed RevOps, testing ActiveCampaign and other tools while viewing HubSpot mainly as marketing automation. After one week in December 2020, Matt found HubSpot better suited his needs. They committed in January 2021. Matt later completed 60 free onboardings over two months, gathering use cases, questions and recurring problems.

Matt distinguishes a recognised need from subsequent behaviour. Economic pressure increased discussion of RevOps, retention and operational efficiency, but buying slowed. Many organisations retained familiar acquisition methods. Revenue leaders often return to controllable activities, such as outbound prospecting, when those methods shaped their careers.

Constructive challenge therefore forms a core RevOps responsibility. Practitioners need more than data; they must explain why past approaches do not ensure the next growth stage. Matt favours greater attention to recurring revenue, lifetime value and existing-customer growth. He notes that SaaS understands this approach better than manufacturing, financial services and legal services.

Matt starts from the premise that every company performs some RevOps; the question concerns its execution maturity. Revenue, team size or an outbound function does not prove maturity. Before choosing a tactic, he recommends locating the organisation on its maturity journey. Its next step should reflect current capabilities and data.

Go-to-market analysis must identify what the company sells and to whom. An inbound offer averaging £5,000 and an outbound offer averaging £50,000 can involve different products, buyers and motions. After revealing that distinction, the maturity framework identifies the next priority. That priority can involve ICP definition, segmentation or reporting, not one sequence for every business.

The first maturity stage ensures relevant data sources exist and teams follow an agreed CRM process. Matt prefers consistent use of a paper-based process over inconsistent use of sophisticated software. If sales or customer success teams use different systems or processes, data collection becomes unreliable.

That failure affects the full operating model. Incorrect collection undermines synthesis, distributes misleading information and drives poor decisions. Foundations include accurate lifecycle stages and timestamps, recorded sales-stage progression, stage requirements and an agreed methodology. After adopting these elements, leaders can trust lifecycle conversion, created deals, stage conversion and average deal size. These measures reveal genuine leakage.

After an adopted process produces trustworthy data, stage two provides visibility through core KPIs. Teams examine session-to-conversion rates, lifecycle movement, deal creation, stage conversion and average deal size. At stage three, this visibility supports prioritisation. Leaders identify leakage, choose where to intervene and determine the necessary training or operational change.

Stage four adds segmentation by factors such as go-to-market motion. Stage five turns that detail into focused action. A team can isolate an MQL-to-SQL conversion problem for one product and team. It can investigate the cause and target training there. Granular analysis only helps when the underlying process and data remain dependable.

Matt argues that teams underemphasise adoption, although it determines whether RevOps influences change. Requiring representatives to switch between HubSpot and separate enablement or engagement systems creates friction. He prefers guided enablement within the CRM, where people already work. Relevant content, training and process instructions then appear when needed.

For a methodology such as MEDDPICC, Supered can validate information across objects, flag warnings and recommend the next action. It can also embed videos, presentations or PDFs on a HubSpot record. Representatives see a live checklist instead of searching several locations. Record data can present playbooks based on persona, ICP, deal stage or engagement.

Matt sees HubSpot expanding its extensibility and configurability for larger, more complex use cases. Integrations with specialised systems and features such as custom objects make the platform more relevant. They also increase demands on users. People must understand what each object stores, when to use it and how it connects with workflows.

He expects the next decade to focus more on the CRO. Leaders want confidence that teams follow processes, maintain accurate data and pursue the right opportunities. The missing layer aggregates information and delivers dynamic guidance wherever people work. This future retains the same foundation: user adoption must produce dependable data before enrichment, automation or intelligent recommendations improve decisions.