Customer onboarding + HubSpot | Growth @ Arrows

Hi 👋

1️⃣ Building AccountScout - a HubSpot native app to help companies enrich, research, and segment their accounts with the right data, not just more data.

2️⃣ I write a weekly email for 2,300+ RevOps & GTM leaders with tactical HubSpot playbooks to steal. 

For the last 2.5 years, I led growth at Arrows, a customer onboarding SaaS product for teams using HubSpot. I joined as the first marketer and helped Arrows grow to more than 7 figures in ARR.

I’m a dad to 2 boys - struggling competitive golfer - and lover of cooking (or grilling). 

Previously, I’ve run both product and growth at early-stage startups and started three of my own.

Stuart Balcombe

HubSpot Solution Partner and Revenue Architect. I guide B2B tech startups on how to go to market more efficiently with the help of their technology stack.

Startup RevOps Advisor with 20+ years of professional experience. I help companies go to market more efficiently with their technology stack. Opinionated RevOps Solution Architect (30+ HubSpot certifications) & AWS Partner (Cloud Essentials Certified). Strategic & analytical thinker, problem solver, and entrepreneurial drive. https://bio.link/dsecareanu.

Daniel Secareanu

If there’s one highly frustrating thing about HubSpot, it is its pricing and the friction it creates…

We’re now in the second month of trying to make small adjustments to a client’s package. We were at the yearly renewal of a Full Pro bundle and we wanted to drop 5k marketing contacts as they’re not used. Instead of a small reduction in price or even the same price, we got a price increase… Try to justify that to your management.

We wanted to shuffle some licenses around, move a few service seats to sales seats, while keeping the overall number of seats the same… another price increase. What the actual fck? How are clients supposed to adjust their work (or even work) if they get blocked in endless discussions on pricing changes that should’t change the overall platform cost?

The argument that you reduce the number of seats in a hub (while increasing it in another hub) means a lower price discount doesn’t fly. It’s like you, as a client, get punished for trying to optimize your internal seat allocation.

To remove friction, clients should be able to just add and remove seats as needed as long as they stay in the same negotiated number of seats and overall price point…

Credits can be capped but marketing contacts still cannot be capped… Yamini Rangan, this is not solving for the client…

HubSpot Consultant and Certified Revenue Architect. I guide B2B tech startups on how to go to market more efficiently with the help of their technology stack.

taplio

The Battle

Stuart Balcombe

Daniel Secareanu

Followers

Posts

Engagements

Likes

Performance ScoreDaniel Secareanu's LinkedIn Performance

Ready to grow your LinkedIn presence?

taplio

The Battle

Stuart Balcombe

Daniel Secareanu

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Daniel Secareanu's LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance ScoreDaniel Secareanu's LinkedIn Performance