---
title: "Building the foundation: CPG's enterprise HubSpot implementation"
description: How Campbell Property Group unified five business units on HubSpot Enterprise, retiring Microsoft Dynamics and connecting sales, marketing and service.
image: https://www.engaging.io/hubfs/thornton-house-2-001.webp
---

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# Building the foundation: CPG's enterprise HubSpot implementation

Narrate this article

Building the foundation: CPG's enterprise HubSpot implementation

1:28

![](https://www.engaging.io/hubfs/thornton-house-2-001.webp)

###### Industry

 Property Development and Real Estate

###### HubSpot Licensing

 HubSpot Enterprise Suite, including Sales Hub, Marketing Hub, Data Hub, and Service Hub across 2 portals

###### About the business

 Campbell Property Group is a family-owned residential property developer operating five distinct brands across New South Wales and Queensland: Clarendon Homes NSW, Clarendon Homes QLD, Domaine Homes, CPG Estates, and financial services arm Loan Market Elevate.

###### Project Timeline

 3 years

###### Integrations

 Framework, ClickHome, SharePoint, Smart Sheet, Pandadoc, CPG-to-LME cross-portal sync

Onboarding

### 5

Distinct Brands

Built

### 20+

Custom Dashboards

Trained

### 70+

Active users

Built

### 4 x

Custom Integrations

Campbell Property Group (CPG) is a family-owned residential property developer operating five distinct brands across New South Wales and Queensland. A previous Microsoft Dynamics implementation had not succeeded, leaving the technical leadership team sceptical and long-tenured sales staff resistant to change. CPG needed a platform that could unify five independent businesses, integrate with the systems their operations ran on, Framework, ClickHome, SharePoint, and Smartsheet, and rebuild confidence from day one.

#### The challenge Five brands, no shared data, and a history that made change harder

CPG's fragmentation was structural, not incidental. Five business units had grown independently, each with its own tools, its own processes, and its own version of the customer.

Without a shared data layer, there was no unified view of a buyer's journey, no reliable way to attribute marketing spend to deal outcomes, and no cross-brand visibility for leadership making strategic decisions. That same buyer could move from enquiry to contract to construction and never once exist in the same system twice.

The cost wasn't hypothetical. Cross-brand forecasting was manual, marketing attribution was unreliable, and a buyer could complete a purchase and still exist across three separate systems that had never spoken to each other.

###### Problem 1:

Each of CPG's five business units operated independently, with its own sales process, data, and tools. There was no unified contact record, a buyer moving from enquiry to contract to construction never existed in the same system twice. Pipeline reporting, marketing attribution, and operational performance were all managed in silos, making forecasting unreliable and strategic decision-making slower than it needed to be.

###### Problem 2:

CPG had attempted a CRM implementation before, with Microsoft Dynamics. It did not succeed. That history created justified caution at the leadership level and known resistance within the sales teams, long-tenured staff who had seen change programmes come and go. Any new implementation would need to earn confidence it had not yet been given.

The strategy and solution

Pilot as proof, then scale

Our approach had four priorities: de-risk the rollout through a controlled pilot, select the right platform architecture, rebuild stakeholder confidence, and plan for adoption before go-live. HubSpot Enterprise Suite; Sales Hub, Marketing Hub, Data Hub, and Service Hub, was chosen because the combination creates a single unified contact record across the full customer lifecycle, the technical prerequisite for everything CPG needed.

The Strategic Plan

The Implementation

Use a pilot to de-risk the full rollout and build internal evidence

Select the right platform architecture

Treat stakeholder confidence as a deliverable, not a by-product

Plan for adoption from day one

The process

1. Rather than rolling out across all five business units at once, we began with Clarendon Homes NSW as a contained test environment
2. The goal was to validate the data architecture, integrations, and workflows before replicating the pattern across the remaining brands
3. Success in the pilot would also serve as internal proof of concept, giving sceptical stakeholders evidence before the broader commitment was made

The process

1. HubSpot Enterprise Suite was chosen specifically because the combination of all four hubs creates a single unified contact record across the full customer lifecycle
2. That shared data layer was the technical prerequisite for cross-brand reporting, consistent buyer experience, and future AI activation
3. The platform also needed to integrate deeply with CPG's existing systems; Framework, ClickHome, SharePoint, and Smartsheet, which shaped the hub selection and the custom middleware build from the outset

The process

1. Given the history with Dynamics, rebuilding confidence in the process was treated as a project deliverable, not a soft goal
2. We structured the engagement with clear communication, predictable milestones, and demonstrated technical depth from the first scoping session
3. Regular checkpoints gave CPG's leadership visibility into progress without requiring them to take anything on faith

The process

1. Long-tenured sales staff were identified early as a change management risk, not a problem to manage after go-live, but a consideration built into the delivery plan
2. In-person training workshops were scoped as part of the implementation, designed to give teams hands-on time with the tools in a real working environment
3. Adoption metrics were tracked alongside technical delivery to ensure the platform was actually being used, not just built

Use a pilot to de-risk the full rollout and build internal evidence

The process

1. Rather than rolling out across all five business units at once, we began with Clarendon Homes NSW as a contained test environment
2. The goal was to validate the data architecture, integrations, and workflows before replicating the pattern across the remaining brands
3. Success in the pilot would also serve as internal proof of concept, giving sceptical stakeholders evidence before the broader commitment was made

Select the right platform architecture

The process

1. HubSpot Enterprise Suite was chosen specifically because the combination of all four hubs creates a single unified contact record across the full customer lifecycle
2. That shared data layer was the technical prerequisite for cross-brand reporting, consistent buyer experience, and future AI activation
3. The platform also needed to integrate deeply with CPG's existing systems; Framework, ClickHome, SharePoint, and Smartsheet, which shaped the hub selection and the custom middleware build from the outset

Treat stakeholder confidence as a deliverable, not a by-product

The process

1. Given the history with Dynamics, rebuilding confidence in the process was treated as a project deliverable, not a soft goal
2. We structured the engagement with clear communication, predictable milestones, and demonstrated technical depth from the first scoping session
3. Regular checkpoints gave CPG's leadership visibility into progress without requiring them to take anything on faith

Plan for adoption from day one

The process

1. Long-tenured sales staff were identified early as a change management risk, not a problem to manage after go-live, but a consideration built into the delivery plan
2. In-person training workshops were scoped as part of the implementation, designed to give teams hands-on time with the tools in a real working environment
3. Adoption metrics were tracked alongside technical delivery to ensure the platform was actually being used, not just built

The Implementation

With the pilot confirmed, EIO moved into a full enterprise build across all five CPG business units.

**Data architecture and custom integrations**  
The core technical challenge was connecting HubSpot to the systems CPG's operations actually run on. EIO built custom middleware to integrate HubSpot with Framework (construction management), ClickHome (job and contract tracking), SharePoint, and Smartsheet. When a deal moves to contract in HubSpot, the relevant data flows through automatically. When a job number is generated in Framework, it becomes visible in the CRM. The result is a live data connection between sales, construction, and operations that CPG had never had before.

**Hub-by-hub deployment**  
Marketing Hub was configured to manage the top of the funnel: paid campaigns via REA Group and Domain, lead capture through landing pages and forms, lead scoring to distinguish active buyers from those still researching, and automated email sequences tailored to buyer type. Qualified leads are allocated to sales teams with full context already on the contact record.

Sales Hub replaced the manual mid-funnel: display home appointments, sales advice documentation, deposit tracking, and pipeline visibility across each brand. The Sales Advice process, previously paper-based, now generates, stores, and tracks documents directly within HubSpot.

Data Hub serves as the data connective tissue, managing the middleware integrations and keeping HubSpot in sync with CPG's construction and project systems in real time.

Service Hub brings the post-settlement experience into the same platform: construction milestone communications, site visit coordination, warranty and maintenance ticketing through a customer portal, and a structured post-settlement survey sequence. A buyer's journey, from the first REA click to an eighteen-month-old warranty query, now lives in one contact record.

Loan Market Elevate, CPG's financial services arm, operates in a separate HubSpot portal for security and compliance reasons. EIO designed a one-way cross-portal sync so property enquiries originating in the main CPG portal can be passed seamlessly to LME's team, ensuring the finance arm receives qualified leads with full context, without requiring shared portal access or compromising data boundaries.

**Training and adoption**  
Adoption was a known risk. We ran structured in-person workshops where teams worked through their actual processes hands-on, not a platform walkthrough, a working session. That direct approach to change management was central to the 70+ active users now operating across two states and five business units.

![Master-Architecture-CPG](https://www.engaging.io/hs-fs/hubfs/Master-Architecture-CPG.png?width=900&height=554&name=Master-Architecture-CPG.png)  
  
**Reporting and dashboards**  
We delivered 21 dashboards and 97 reports across four business units -role-specific views for executive leadership, sales managers, and marketing teams that previously required manual collation across disconnected tools.

#### The Impact and Results One platform, five businesses, one source of truth

The most significant outcome for Campbell Property Group is a capability that did not exist before: the ability to see and manage five independent business units as one connected organisation.

For the first time, a buyer's complete journey, from the moment they click a paid ad on REA Group through to a post-settlement warranty query eighteen months later, is tracked in a single HubSpot contact record. Marketing, sales, construction, and service teams are all working from the same source of truth.

With 70+ active users across two states and five business units, Microsoft Dynamics has been fully retired. The Sales Advice process, previously managed in Citrix, now lives entirely within HubSpot. Over 35 hours per week have been saved across the sales team, an estimated $72,000/yr in recaptured capacity, previously lost to manual data entry across disconnected systems. 

The 21 dashboards and 97 reports configured across four business units give leadership, sales managers, and marketing teams role-specific visibility that previously required manual collation across disconnected tools. Cross-brand performance can now be reviewed in one place.

The platform was architected with AI activation in mind from day one, clean, unified data across all five brands and all four hubs was a prerequisite for what comes next. The next phase of EIO's engagement with CPG focuses on deploying predictive lead scoring, HubSpot's Customer Agent, and intelligent workflow automation across the full platform.

 Before EIO, our teams were operating across five separate systems with no single view of a deal or a build, and no reliable way to act on it. Now, everyone from sales to service is working from the same data in real time - and it's changed how we run the business. That's given us visibility we've never had before across the group.

Schliebs, R.  
CTO

#### Related Case Studies

#### [How custom middleware put HubSpot at the centre of... Campbell Property Group (CPG) is a family-owned residential developer with five business units: Clarendon Homes NSW,... See More](https://www.engaging.io/case-studies/how-custom-middleware-put-hubspot-at-the-centre-of-cpg-sales-stack)

#### [Building smarter: Clarendon Homes blueprint for CRM... Clarendon Homes, part of Campbell Property Group, is one of Australia’s most recognisable homebuilders. Operating... See More](https://www.engaging.io/case-studies/building-smarter-clarendon-homes-blueprint-for-crm-success-in-construction)

#### [From launch to lead machine: how Mayde Homes built a... Mayde Homes is a residential construction brand based in Australia, launched under the Glenvill Homes group. See More](https://www.engaging.io/case-studies/from-launch-to-lead-machine-how-mayde-homes-built-a-high-performing-sales-engine-in-hubspot)

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