---
title: A RevOps Foundation for Advanced Blending Solutions | Framework
description: Advanced Blending Solutions hired Framework to began transforming its sales process by integrating marketing and sales data into HubSpot, enhancing pipeline visibility and driving measurable revenue growth.
image: https://www.frameyourmarketing.com/hubfs/Screenshot%202026-10-15%20at%203.36.07%20PM.png
---
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TRUSTED BY B2B MANUFACTURERS
# Field Prospecting Turned Into Visible Pipeline and a Scalable Revenue Foundation
Advanced Blending Solutions was expanding its presence in desiccant drying and injection molding while working through a sales motion built heavily around field relationships, regional prospecting, manual research, and direct outreach.
The activity was happening. The problem was seeing what it was producing.
Before ABS could confidently expand its approach, the team needed to answer a more foundational question: *How do we connect Marketing, field Sales, customer intelligence, and pipeline into one measurable revenue system without slowing down how the team already works?*
We designed and implemented a focused frame around ABS’s desiccant drying and injection-molding market, translating the team’s real-world sales and marketing behavior into CRM architecture, lifecycle logic, campaign infrastructure, reporting, and operating standards.
This allowed us to establish their beginning of a shared revenue operating system that made prospect activity, qualified opportunities, audience engagement, follow-up gaps, andnew customer pipeline opportunities visible (all in one place: HubSpot). That pipeline is not being presented as marketing-attributed revenue; the win is that ABS can now see and manage it far more clearly than ever before.
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## At a glance
**Client:** Advanced Blending Solutions
**Industry:** Industrial Manufacturing / Plastics Processing Equipment
**Location:** Wallace, Michigan
**Primary need:**
Create a measurable Sales and Marketing foundation for ABS’s growing desiccant drying and injection-molding business while establishing clearer lead management, pipeline visibility, attribution, audience intelligence, and cross-functional operating standards.
**Engagement focus:**
- Revenue Operations and CRM architecture
- HubSpot Sales Hub implementation and optimization
- Lead and opportunity lifecycle design
- Field-sales workflow and prospecting architecture
- Audience segmentation and ICP development
- Marketing conversion-path design
- Campaign and UTM tracking
- Buyer-intent and prospect intelligence
- Sales enablement
- Reporting and dashboards
- HubSpot + Apollo operating model
- Data and technology governance
- Adoption and operating documentation
**Work completed:**
Current-state discovery, HubSpot architecture, Sales Workspace and Lead object configuration, pipeline and lifecycle design, prospect-data migration, campaign infrastructure, segmentation, automation, dashboards, operating standards, ICP refinement, Sales/Marketing workflow design, and phased expansion recommendations.
01
#### The real questions we needed to answer
The engagement was designed to answer the business questions behind the HubSpot setup:
- How should a company move from target account to active lead to genuine sales opportunity?
- When should something become pipeline?
- How should a relationship-driven field-sales process show up inside a CRM?
- How can Sales prioritize hundreds of potential accounts without treating every prospect equally?
- What information should move from Apollo into HubSpot, and when?
- How should Marketing identify and nurture people with real drying-related interest?
- What should tell Sales that a Marketing contact is ready for a conversation?
- How can ABS tell which activities are generating engagement, pipeline, and eventually revenue?
- Which system should own prospecting, customer engagement, quoting, operational history, and reporting?
- What does leadership need to see to know what is working and where investment should increase?
Answering those questions first kept ABS from recreating disconnected activity inside a newer piece of software.
The pilot established clearer distinctions among target accounts, leads, qualified prospects, and genuine deal opportunities while exposing follow-up, data, and pipeline gaps that previously were difficult to see.
## Our Approach
### The work connected two parts of the revenue engine that had largely been operating through different workflows.
Sales activity needed Marketing context to understand acquisition and influence. Marketing activity needed Sales progression to connect engagement with commercial outcomes. The RevOps layer connected the two.
### The field Sales and Revenue Operations perspective
We examined regional route planning, manual account research, account tiering, field visits and drop-ins, contact discovery, email and call follow-up, relationship nurturing, quote opportunities, lead qualification, deal creation, next-action management, Apollo prospecting, and pipeline management.
We configured HubSpot around the behavior occurring in the field. Live use exposed a missing stage between receiving a response and securing a formal visit, leading to the addition of lead stages that better reflected ABS’s real life selling motion.
### The Marketing and audience development perspective
We examined website traffic, social content, existing newsletters, dryer-focused educational content, landing pages, forms, operational-challenge data, content interests, equipment status, email engagement, Sales-led content sharing, and subscriber behavior.
We then built a dedicated drying conversion path that could capture those signals in HubSpot and begin connecting them to Sales activity.
By early August, the pilot had produced **5 drying-content subscribers, including 1 confirmed net-new contact**. The early campaign generated **27 landing-page views and 5 submissions**, a preliminary **18.52% conversion signal**. The sample remains too small to treat that percentage as a mature benchmark, but it confirmed the conversion infrastructure functions.
- 106
##### newly tracked leads in HubSpot
Turning existing field intelligence and lead-map activity into structured and tracked lead activity that supported qualification, follow-up, segmentation, and pipeline progression.
- 175K
##### in open new-customer pipeline made visible
Across the pilot snapshot, giving ABS clearer visibility into deal value, stage, age, next actions, and stalled activity. This is visible pipeline, not claimed marketing attribution.
- 201K
##### now visible pipeline
A working revenue-visibility foundation with defined lead stages, visible pipeline, and active Sales adoption.
- 350
##### Sales activities captured in one month
Including 136 emails, 125 tasks, 30 notes, calls, and meetings, showing that HubSpot had moved from configuration into active operating behavior.
03
#### What we did
Framework built the Sales and RevOps foundation around how ABS develops business in the field, then connected that work to Marketing engagement and reporting.
The engagement gave ABS a clearer way to manage the work already happening:
- Distinguish target accounts, active leads, qualified prospects, and genuine deal opportunities.
- Prioritize Sales attention using operational complexity and account potential.
- Connect content engagement to known relationships and new potential prospects.
- See pipeline value, deal age, next actions, and stalled activity.
- Use dashboards to understand performance and decide what to do next.
- Give tech tools distinct responsibilities.
- ##### Built the Sales and RevOps foundation around real life behavior
We examined how regional maps, prior-customer information, manual research, drop-in visits, follow-up tasks, Apollo, quoting, and personal sales knowledge interacted.
We translated that reality into lead stages, deal-creation rules, Sales Workspace views, route-based segmentation, account and contact structures, follow-up logic, tasks, sequences, dashboards, and qualification standards.
- ##### Turned existing field intelligence into a more useful ideal client profile
Early customer tiers were based heavily on dryer capacity. Field conversations showed that operational complexity, company size, throughput, multi-plant presence, material-conveying needs, and cross-product potential were often more useful indicators of fit.
ABS gained a clearer way to decide which accounts deserve the most human selling time.
- ##### Activated a complete drying-content conversion path
Framework redesigned the conversion path around a dedicated HubSpot landing page, HubSpot form capture, a clearer value proposition, audience and operational segmentation, confirmation email, automated newsletter delivery, campaign IDs and UTM standards, social promotion, email-signature promotion, Sales outreach, and subscriber reporting.
That infrastructure produced the pilot’s first confirmed net-new Marketing contact, someone who had not previously existed in HubSpot, Constant Contact, or Jono’s prospecting queue.
- ##### Connected Marketing content to active Sales relationships
Two newsletter subscribers were already active sales opportunities.
Content gave Sales something useful to share between visits, quotes, and follow-ups, allowing ABS to remain relevant without every touch being another “just checking in” email.
The pilot began validating two distinct jobs for Marketing: create new demand and help existing sales opportunities make progress to closing.
- ##### Created reporting people actually use
Framework created reporting for website performance, traffic sources, drying-content signups, subscriber growth, lead progression, Sales activity, deal pipeline, follow-up gaps, campaign sources, and UTM performance.
The dashboards included explanations of healthy performance, warning signs, and what action to take next when certain signals popped up in the data.
In the wrap-up, the client reported already using and exploring the new website dashboard because it gave the marketing manager a more understandable view into what activities were producing wanted results.
- ##### Defined how HubSpot and Apollo should work together
The pilot established clearer technology roles.
The work also surfaced the next governance question: how HubSpot, Hive, Syteline, and other operational systems should divide responsibility as ABS’s architecture matures.
- ##### Built the foundation for the next revenue question
By the end of this engagement, ABS had achieved or materially advanced lead and opportunity visibility, CRM usage, quality-lead tracking, conversion measurement structure, pipeline and follow-up visibility, initial source tracking, Marketing demand capture, Sales enablement, and ICP refinement.
The next question is whether ABS can make the behavior repeatable enough to connect Marketing influence, Sales progression, and closed revenue.
ABS gained a shared revenue operating foundation: a clearer view of how audience engagement, prospecting, qualified opportunities, and pipeline connect, with the operating standards needed to begin measuring the path to revenue.
TRUSTED BY
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