The full revenue system: NPS doubled, paid clients up 21.5%, revenue up 10.4%
- Client
- Bravos Research
- Sector
- Investment research / financial media
- Capabilities
- CRMIntegrationAutomation & AI
- Stack
- HubSpot · WordPress · WooCommerce · Google Analytics · Databox · Notion · QuickBooks · Slack · YouTube
Bravos Research is an independent investment research and financial media firm: a 7-figure subscription business with more than 600,000 subscribers and 83 million views on YouTube. We built its revenue system end to end: the CRM configured and integrated with the other tools, marketing and service automations built, acquisition campaigns run, analytics unified and dashboards created.
The firm publishes market research for investors, with YouTube as the audience engine and a subscription platform as the product: paid memberships that give investors access to signals and premium market analysis, sold through its own website.
As a young company, the service was evolving fast: to meet member needs, the product offering kept changing, and the subscription tiers with it.
At the time of the project, the machine behind that audience: HubSpot holding roughly 20,000 contacts, a WordPress site with WooCommerce carrying the memberships and revenue, traffic in Google Analytics, books in QuickBooks, dashboards and documentation in Notion, an outsourced customer service team, and a small in-house team working alongside external web, design, and marketing agencies.
The pieces were all there; they did not yet add up to a growth engine. The contact base was under-segmented, so campaigns could not target lifecycle stages; there were no automated journeys behind the key touchpoints; and client feedback arrived scattered across channels, with no NPS, CSAT, or CES to consolidate it into one view. Retention was a top priority with no instrument yet behind it.
Decision-making had the same gap. Traffic, revenue, service, and satisfaction each lived in its own tool, so there was no unified view to steer by. And every website or campaign change ran through external partners, so each iteration carried a wait and an invoice.
We ran the engagement as one connected build: a revenue system around the CRM rather than 5 separate tool projects, with the work coordinated across the firm’s in-house team and its external web, design, and marketing agencies.
The CRM came first: a complete migration of the contact base into HubSpot, its configuration and integration with the subscription modules on the WordPress site (WooCommerce) and the payment gateways, and a complete reform of customer service processes and workflows.
With the CRM fully configured, automation followed: the 20,000-contact base segmented for targeted campaigns with its key properties tracked and synced, 15+ automated workflows built across the customer journey, and marketing email automation behind the key touchpoints, from first contact through engagement, conversion, and post-purchase follow-up.
And as the service evolved, members moved with it: several rounds of migration to new membership tiers, run without disruption and without data or revenue loss.
Client feedback became infrastructure: automated NPS, CSAT, and CES surveys, with responses from every source routed straight to Slack for immediate follow-up and a monthly review cadence with the customer service team.
A unified business intelligence layer connected Google Analytics for traffic, WooCommerce for e-commerce and revenue, and HubSpot for service and satisfaction into one dashboard workspace in Notion, visualized through Databox, with weekly reports to steer by.
On top of that ran the campaign machine: an annual calendar built with the founders, and 15+ major campaigns planned, executed, and analyzed across email and the website.
The campaign machine led straight to revenue: 15+ major campaigns drove a 10.4% revenue increase and grew the paid-client base by 21.5%. Single campaigns moved annual-scale numbers, with an anniversary campaign generating 9.8% of annual net revenue in 2 weeks and a Saint Patrick’s Day push roughly 9% in 11 days.
Client satisfaction became a managed number: monthly NPS doubled and held at the financial-industry benchmark for 10 successive periods, and CES averaged above 85% for 16 straight months. When a performance issue dented the score, the surveys caught it and a targeted action plan stabilized and lifted it back.
"We had all the pieces. They just didn’t add up to a growth engine. That’s what changed. Campaigns started going out on time, tied to the dates that matter to us. Revenue grew double digits. Client satisfaction doubled. And nothing ever got overcomplicated. It finally worked the way our team works."
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