Every company you acquire arrives with a different CRM. Your board sees one number anyway.
We design and run HubSpot for PE-backed platforms and rollups. One client runs nine businesses in a single portal. Another syncs six operating companies into a parent account and its ERP. Both patterns are below.
Schedule a ConversationFor PE firms, holding companies, and platform leadership running a rollup on HubSpot, or moving to it.
Rollup math is simple. Rollup reporting is not.
Every acquisition arrives with its own system and its own definition of a deal. Here's how four companies arrived at one platform we work with:
Pipedrive
13 pipelines, 86 stages, roughly 2,000 stale deals nobody had touched in a year.
Airtable
The entire CRM lived in bases and sync tables. Thousands of interaction records, no pipeline discipline.
A spreadsheet
No CRM at all. One person's Excel file was the system of record for the whole company.
HubSpot, sort of
An existing portal with 500+ workflows, 16 deal pipelines, and most records unowned.
Multiply that by every deal on your roadmap. Board decks get assembled by hand. Numbers never quite reconcile. Cross-sell stays invisible.
The usual fix is a mandate: everyone onto one CRM, now. That flattens real differences in how the companies sell. The fix that holds is architectural, and there are two proven shapes.
One portal, or parent and child. We've built both.
Not hypotheticals. Both are engagements we run today, for two different multi-company platforms.
The Supreme Group pattern
One portal, many businesses
When it fits
- The businesses share a buyer universe, or an adjacent one
- A central RevOps function owns the system
- Cross-sell between companies is part of the thesis
- Leadership wants one login, one data model, one report
What we build
- One shared data model with clean entity segmentation
- One set of lifecycle and pipeline definitions every business uses
- Portfolio reporting that compares apples to apples across every entity
- Process documentation living inside the CRM itself, so new teams follow the standard without a binder
Supreme Group ran five healthcare and life science marketing businesses in one portal, with five ideas of what a deal was. We rebuilt the data model and retrained the teams. Three months after relaunch, nine businesses ran inside it.
“I can go back in time as far as I need to and pull reports on closed-won deals, and my team can be confident in that data, because it's structured the same across all of our businesses. We're comparing things apples to apples.”Brian Schilling, EVP of Revenue Operations, Supreme GroupRead the Supreme Group case study
Completed. Published case study.
The Herringbone Digital pattern
Parent and child portals
When it fits
- Operating companies with genuinely different sales motions
- OpCo leadership keeps autonomy and its own P&L
- An ERP sits at the center of the platform and CRM data must feed it
- Acquisition cadence is fast enough that each new company needs its own clean space on day one
What we build
- A portal per operating company, on the configuration standard we maintain
- The same properties, deal structures, and closed-lost taxonomy deployed to each portal
- Child-to-parent sync, so the platform account holds the roll-up view in near real time
- CRM-to-ERP integration, so revenue lands in finance without rekeying
- Executive dashboards built for the questions the sponsor actually asks
Herringbone Digital is a rollup of six marketing and advertising companies. Each keeps its own portal and its own way of selling. The parent account holds the portfolio view and feeds the ERP. Migrations run in waves so nobody's quarter gets interrupted.
In flight. Migration waves running through 2026.
1Do your operating companies sell to the same buyer universe?
2Who owns revenue operations day to day?
3Is there an ERP at the center of the platform?
4How similar are the sales motions across companies?
5What does the board want to see?
Answer the five questions to see which way your portfolio leans.
Your M&A pipeline deserves better than a spreadsheet and a Notion board.
Most of this page is about the companies you've already bought. This part is about the ones you haven't.
We build dedicated buy-side portals for the acquisition team: sourcing, diligence, and closing, separate from any operating company's CRM. Ours runs in production today, tracking 1,500+ targets for an active rollup, on standard HubSpot objects. No Enterprise subscription required.
A staged buy-side pipeline
From first meeting through close, with the stages an acquisition actually moves through, not the stages a sales template ships with.
Diligence state tracking
NDA status, data request status, LOI, decision memos. The deal record tells you where every target stands without opening a folder.
Task automation at every stage
Stage changes create the follow-up work. Data requests that sit too long trigger reminders. Nothing depends on someone remembering.
Reporting to the fund
The quarterly numbers your investors ask for, pulled from live pipeline in minutes instead of assembled by hand over days.
Acquisition number five should be easier than acquisition number two.
Every new company moves through the same five steps. Each integration makes the next one faster, because the standard already exists and the scripts already run.
Whatever it is. Pipedrive, Airtable, a spreadsheet, an old HubSpot portal. We inventory the records, the pipelines, the owners, and the mess before anything moves.
Companies, contacts, deals, and history moved with scripted, repeatable imports. Counts verified against the source. A failed run can be re-run without creating duplicates.
The property model, pipeline structures, and closed-lost taxonomy the rest of the portfolio already runs on. Defined once, deployed to each company.
Entity segmentation inside one portal, or child-to-parent sync across portals, depending on your architecture. Either way, the platform view updates itself.
The acquired team learns the standard, leadership gets reporting they can pull without asking anyone, and the playbook gets sharper for the next deal.
Portfolio patterns we deploy along the way
- A closed-lost reason taxonomy that makes lost deals reactivatable years later, with the reason attached
- A save pipeline that captures retention work as revenue, so renewals and rescues stop being invisible
- Cross-company referral tracking, so operating companies pass business to each other inside the system instead of over Slack
- Market and account conflict checks, so two OpCos don't chase the same client without knowing it
“Setting up HubSpot is probably not easy for one company, let alone multiple companies in the same instance. There were a lot of nuances to consider. Partnering with MergeYourData got us to our end goal much faster than we could have expected.”
Brian SchillingEVP of Revenue Operations, Supreme Group
Read the full Supreme Group case studySourcing through exit, one firm.
The portal work sits inside a wider set of PE engagements. Same team across all of them, so nothing gets relearned between stages.
RevOps & CRM Due Diligence
Operational ground truth on a target's revenue engine before IC. What the pipeline is actually worth, what the integration will actually cost.
Learn moreRollup Services
Integration in the first six months. Unified visibility across entities and a repeatable playbook that makes the next acquisition cheaper than the last.
Learn morePE Operating Partner
A named operating partner across the portfolio, multi-year. Quarterly RevOps reviews per holding and on-call advisory for portfolio CROs.
Learn moreThe honest case for HubSpot in a rollup.
Speed compounds in a rollup
A newly acquired company can be live on the portfolio standard in weeks. When you're closing multiple deals a year, implementation speed is a value-creation lever, not an IT detail.
The architecture options are real
One account with entity segmentation. Business units. Parent and child portals with sync. We've shipped production builds on more than one of these, and the right one depends on your portfolio, not on the license tier a vendor wants to sell.
Admin talent is findable
HubSpot administrators are easier to hire and cheaper to keep than a Salesforce team. Staffing that across six operating companies, the difference is a full salary line.
Standard objects go further than you'd think
Most of the portfolio patterns on this page run on standard objects, below Enterprise pricing. We reach for custom objects when the problem demands it, not by default.
And when an operating company genuinely belongs on something else, we say so. We unify the reporting layer above the systems. We don't run religious wars.
Frequently asked questions
One portal or parent and child: which costs less?
One portal usually wins on licenses and admin overhead. Parent and child usually wins on change management, because nobody abandons a working process on day one. The expensive mistake is picking by license math alone and paying for it in adoption. We price both paths against your actual portfolio.
Can you onboard a company that has no CRM at all?
Yes. One of the operating companies we onboarded ran entirely out of one person's spreadsheet. That is an implementation rather than a migration, and it is often the fastest path, because there is no legacy structure to untangle.
What about the operating company that refuses to leave its current system?
We don't run forced migrations. If an entity genuinely belongs on its current platform, we unify the reporting layer above the systems so the portfolio view still holds. Most holdouts move later, on their own, once they see what the other companies are getting.
Does this connect to our ERP?
Yes. We build CRM-to-ERP flows, NetSuite included, so closed revenue and contract changes land in finance without rekeying. On the parent and child model, the sync runs from each operating company up through the parent portal and into the ERP.
Can you look at a target before we close?
That is a separate engagement we run: RevOps and CRM due diligence on the target's live systems, before IC. You get the real pipeline quality, the real forecast reliability, and a quantified integration cost. Details are on the due diligence page linked above.
We're mid-rollup and reporting is already a mess. Is it too late to fix the architecture?
No. Both engagements on this page started after the acquiring had begun. Supreme Group had five businesses sharing a portal before the rebuild. The work is harder mid-flight than at deal one, but it is normal, and the fix holds for every acquisition after it.
Who does the work?
A dedicated pod: the same people across discovery, build, migration, and training. The team that integrates your first company is the team that integrates your fifth.
Talk to the team that has built it both ways.
Bring the portfolio as it actually is: the acquisitions closed, the ones under LOI, and the systems each company arrived with. We'll tell you which architecture fits and what it takes to get there.
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