A civil engineering and infrastructure services firm asked Hypha to migrate off a legacy homegrown marketing platform and into HubSpot, then build the segmentation and lead-scoring logic that would let its business development team and its outside creative agency operate off the same data. The result is a unified system both teams now run without us.

The client had grown the way a lot of infrastructure firms grow: steadily, and mostly on relationships. That kind of growth tends to leave systems in whatever state got the firm through the last few years, and this firm was no exception.

On the sales side, business development ran through Sales Hub, which the team already knew well. Marketing ran through a separate legacy platform, managed day to day by an outside creative agency. The two sides had no shared view of a contact and no consistent way to define what a “qualified” lead looked like. As a result, reporting didn’t connect marketing activity to what the Business Development (BD) team was doing on the ground.

That’s a common setup for firms this size, and it works fine until it doesn’t. The friction shows up quietly: a lead comes in through a form, BD has no idea it’s warm, marketing has no idea it converted—nobody’s wrong, exactly, the systems just aren’t talking.

The Challenge

The firm wanted to consolidate onto HubSpot, but the real problem was structural, not the platform.

• Marketing Hub needed to sit on top of an existing Sales Hub Pro instance without disrupting the sales processes already in place, and it needed to work for two different audiences: the internal BD team and the outside agency responsible for ongoing campaign management.

• Whatever we built had to be usable by people who weren’t going to be in the system every day, and it had to survive our eventual exit.

The Approach

We started with the migration, because nothing else works until the data does. That meant moving several thousand contacts off the legacy platform and into HubSpot cleanly, deduplicating along the way rather than shipping the mess over and cleaning it up later.

• With the data consolidated, we built the segmentation layer the firm actually needed: company tier, business type, lifecycle stage, and contact role, all mapped so that a BD rep and a marketer looking at the same contact would see the same story.

• Lead scoring came next, weighted by fit and engagement, with automated alerts so BD wasn’t relying on someone remembering to check a list.

• We connected the firm’s ad accounts and built out a marketing-channel dashboard, then layered in audience segments for email, retargeting, and lookalike campaigns so the agency had something to actually run against.

Reporting tied it together: conversion tracking, form analysis, and dashboards built for both BD and marketing, pulling from the same source of truth. We trained both teams alongside the build, not after it, so they were working in the system before launch rather than learning it cold at handoff.

The Outcome

The two teams now operate as one, with segmentation and scoring logic they both understand and trust, and reporting that shows each side what the other is doing.

The agency picked up the tools quickly enough that our involvement in day-to-day management became largely unnecessary. A firm that had two disconnected systems now has one, and both the internal team and the outside agency can run it without waiting on us.

If your marketing and business development teams are operating on separate systems with an outside agency in the mix, that’s a specific kind of complexity, not an unusual one. Talk to us about a collaborative Marketing Hub implementation if that sounds familiar