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August 11, 2025 • 5 mins

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This particular firm had HubSpot CRM sitting in their business like an inherited food processor collecting dust on the counter - infinitely functional and woefully underused due to lack of expertise.



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Transcript

Episode Transcript

Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:05):
Welcome back to Elevated.
I'm Brandy Lawson, and in thisepisode we're exploring how a
cabinet dealer discovered theirCRM wasn't actually broken, just
underutilized.
This story illustrates how wecan examine the status quo and
or assumptions about needing newsoftware versus better
implementation.
This particular firm hadHubSpot, CRM, sitting in their

(00:26):
business like an inherited foodprocessor.
Collecting dust on the counter,infinitely functional, but
woefully underused due to thelack of expertise.
Their previous marketing agencyhad set it up and the team was
kind of using it, entering someleads here and there, maybe
sending an occasional email, butthey had no visibility into how
many leads each designer washandling, where their best

(00:48):
prospects were coming from, orwhat their sales pipeline
actually looked like.
The owner was operating withoutcrucial business intelligence,
and designers were experiencingan undercurrent of stress
because they couldn't gaugewhether they had enough work
coming in or if they should beconcerned about future income.
It's a pattern that isn'tuncommon.
Sophisticated tools sittingunused while teams operate in

(01:11):
uncertainty.
When they began examining theirsituation through our framework,
clarity emerged the owner'sinitial instinct.
Was that HubSpot wasn't workingfor us, a conclusion that would
typically lead to shopping fornew software, but the framework
revealed a different storyentirely.
The real issue wasn't softwarecapability.
HubSpot could absolutely trackleads by source, assign them to

(01:33):
specific designers, monitorpipeline health and provide
business intelligence.
The gap was in adoption andsystematic use.
Even the most sophisticated CRMbecomes worthless when teams
don't engage with itconsistently.
The cost benefit analysisshifted once they understood the
real problem.
Instead of budgeting for newsoftware, set up fees and data

(01:54):
migration, they were looking atinvesting about 40 hours in
training and processdevelopment.
The potential return wasimmediate visibility into their
sales process, something they'vebeen seriously lacking.
Businesses often mistakeimplementation problems for
software problems.
When teams aren't getting valuefrom their tools, the instinct
is to find better tools, butsometimes the path forward

(02:16):
involves deepening engagementwith existing capabilities.
Rather than expanding thesoftware arsenal within three
months, the owner could seeexactly how many leads each
designer was managing andwhether workloads were balanced.
They could identify whichmarketing channels produced the
highest quality lead.
Most significantly, designerscould see their pipeline clearly

(02:36):
replacing anxiety withconfidence.
The business now could operatefrom data rather than
assumptions.
Instead of wondering why salesfluctuated, they could pinpoint
where leads stalled in theirprocess.
Instead of guessing aboutmarketing effectiveness, they
had information to guidedecisions.
Managing business healthrequires actual information
about what's happening withsales.

(02:58):
When owners and designers havevisibility into their pipeline,
they can focus on their craftrather than worrying about where
the next project will come from.
The CRM became a tool forconfidence, not just contact
management.
One consideration aboutall-in-one business management
solutions like HubSpot, thriveand House Pro, while
consolidating functions into oneplatform is appealing.

(03:19):
These comprehensive solutionsoften excel in some areas while
being adequate or less thanadequate in others.
The framework approach allowsyou to evaluate each function
individually, recognizing thateven when a solution provides
multiple capabilities, you mightachieve better results by mixing
specialized tools that excel atspecific tasks.
Exploring your own CRM situationmight reveal similar patterns.

(03:42):
The frameworkworksheet@fieryeffects.com slash
choose can help you examinewhether you're facing a software
problem or an implementationchallenge.
Consider what's actuallyhappening with your current
system.
Are you consistently engagingwith what you already have?
Can you see how many leads eachteam member manages?

(04:02):
Do you know where your bestprospects originate?
Is your sales pipeline visibleor mysterious?
If these questions reveal gaps,the solution might not involve
new software at all.
It might require deeperengagement with existing
capabilities.
Using a framework or expertperspective can reframe the
relationship between problemsand solutions.

(04:24):
The goal isn't necessarily tohave the most sophisticated CRM
available.
It's about creating reliablevisibility into business health,
so teams can focus on theirexpertise, designing beautiful
spaces that transform how peoplelive.
Sometimes the most powerfulimprovements come from fully
utilizing what we already have,rather than continuously adding

(04:45):
new tools.
The barrier isn't capability,it's adoption.
Next week we'll examine howcommunication tools can reshape
team workflow, because havingclear pipeline visibility only
creates value when teams cancollaborate effectively and
deliver results.
This story might resonate withother design professionals
navigating similar challenges.

(05:06):
The framework that revealed thisfirm's real problem could show
solutions for others flyingblind on their business metric.
The worksheet@fireeffects.comslash choose offers a way to
examine your CRM situation withthe same clarity.
Whether that leads to betterimplementation or new software
entirely depends on what theexamination reveals.
That is how more confidentsoftware decisions can be made.

(05:28):
I.
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