After a merger left two companies running two Salesforce orgs and two HubSpot portals, JayOh consolidated all four into one Salesforce and one HubSpot instance in 90 days. The work included 300+ hours of data cleansing and migration, rebuilt automations, new permissions and a re-validated HubSpot–Salesforce sync.
A merger creates one company on paper and two revenue systems in practice. Until the systems merge, nobody can report one pipeline, route one lead or pay one comp plan.
Two Salesforce orgs and two HubSpot portals each carried their own custom objects, lifecycle stages and field naming.
Overlapping customers and prospects, incomplete records and years of legacy data had to be scrubbed before anything could merge cleanly.
Process Builders, validation rules and HubSpot marketing and sales workflows from both sides overlapped or contradicted each other.
Record ownership and permissions reflected the old companies, not the new business units and team responsibilities.
7 workstreams, in the order they matter. Each one closes a specific gap from the problem list above.
StackAudited both Salesforce and HubSpot environments, mapped data, planned target architecture and built a phased roadmap to minimize disruption.
Harmonized custom objects, lifecycle stages, field naming conventions and key workflows across both platforms.
Audited and documented every Salesforce Process Builder, validation rule and HubSpot workflow, then consolidated or rebuilt them for the unified motion.
Scrubbed, transformed and migrated leads, contacts, deals and companies into one source of truth per system: 300+ hours of combined work.
New roles, permissions and user stories; record ownership reassigned to the new business units.
Configured the HubSpot–Salesforce sync (bidirectional field mapping, attribution, lead scoring) and reconnected and validated external integrations.
New HubSpot tracking, CMS and domain settings on both websites, embedded forms and conversion-tracking JavaScript; teams trained with SOPs and live workshops.
The full consolidation was delivered in 90 days. Phases ran in this order; per-phase dates weren’t recorded in the case study.
Both environments audited, data mapped, target architecture and phased plan agreed.
Objects, lifecycle stages, fields and automations standardized and rebuilt.
300+ hours of cleansing, transformation and migration into one Salesforce and one HubSpot.
Sync, external integrations, websites and permissions validated; teams trained on SOPs.
Every figure below comes from JayOh’s documented case study for this engagement. Where the starting value wasn’t recorded as a number, the “Before” column describes the starting state instead.
| Metric | Before | After | How it was measured |
|---|---|---|---|
| Platforms in production | 4 (2 Salesforce + 2 HubSpot) | 2 (1 Salesforce + 1 HubSpot) | One instance per system for the unified team |
| Time to consolidate | — | 90 days | Audit through go-live |
| Data cleansing + migration effort | — | 300+ hours | Leads, contacts, deals and companies |
| Lead routing | Split across two companies’ rules | Automatic to the right owner | With follow-up workflows |
| Reporting | Two pipelines, two definitions | One real-time pipeline view | Standardized funnel stages |
The operator lessons we’d apply to any team facing the same problem.
Lifecycle stages, objects and field names were standardized first. Migrating before that just moves the conflict into one system.
Every Process Builder, validation rule and workflow was audited. Inherited automations are where post-merger data silently breaks.
Ownership and permissions were rebuilt around the new business units, so routing and reporting reflected the company that actually exists.
Five signs we saw at this client before the work started. Tick the ones that are true for you; the more you tick, the closer your fix looks like this system.
Rule of thumb: 1–2 signs is a contained fix, 3 is this pattern, 4–5 means the system needs rebuilding rather than patching.
Tick the statements that are true for your team.
Bring your current setup to a 30-minute call. We’ll tell you which parts of this case apply, what we’d build first and what it would take.
We engineer growth systems. JayOh builds the RevOps architecture, GTM execution and data infrastructure that turn messy revenue operations into predictable pipeline for B2B SaaS and PE-backed teams.
