Dylan Whaley works on go-to-market and revenue operations for B2B companies, including CRM setup, sales processes, and reporting. Their posts also cover connecting paid-media performance data to better ad creative, and describe helping launch a go-to-market motion at Revic AI.
Dylan Whaley is most useful for practical CRM, sales process, reporting and paid-media creative alignment advice.
Best for
Early-stage B2B SaaS teams needing CRM audits, sales reporting and a paid-media creative feedback loop.
Not for
Sponsored content packages with reach or conversion guarantees and large named-audience targets.
Key takeaways
Clean CRM data has to come before automation, not after.
The paid-media gap is understanding the customer problem behind the ad.
A good RevOps hire is supposed to make the company uncomfortable.
Check first: Check for past engagement examples and any conflict with their Revic AI role.
Main ideas
Clean CRM data has to come before automation, not after · The paid-media gap is understanding the customer problem behind the ad · Speed without compounding is just more volume
Dylan Whaley works on go-to-market and revenue operations for B2B companies.
Their LinkedIn posts offer practical advice on CRM foundations, sales processes, and reporting, alongside a distinct focus on connecting paid-media results to better creative decisions.
The posts also describe joining Revic AI to help launch its go-to-market motion.
Follow them for a grounded view of how reliable data and clear ownership affect both revenue operations and marketing.
Whaley connects problems that teams often treat separately.
In one post, they ask founders to investigate a real question in their CRM and describe how missing fields, blank loss reasons, and gaps after staff departures can undermine decisions.
In their paid-media posts, they argue that attractive ads can still miss customer needs, and that teams often test repeatedly without turning results into strategy for the next round of creative work.
Their emphasis is not simply on producing more or adopting AI: they ask whether the data is reliable and whether each test teaches the team something it can reuse.
Their writing also makes room for organizational friction: a good RevOps leader asks why existing processes and tools work as they do, while the data-to-creative feedback loop needs a clear owner.
These examples make their work useful to readers trying to understand how CRM quality, team responsibilities, and campaign learning fit together.
Whaley's ideas center on one theme: revenue systems and paid-media campaigns fail for structural reasons that are visible before anyone buys new software.
Read more
CRM data quality, ownership of the creative-to-performance feedback loop, and whether testing produces compounding learning matter more than tooling or output volume. Whaley also describes their own priorities: building hands-on RevOps foundations for early-stage teams and launching a go-to-market motion at Revic AI.
Clean CRM data has to come before automation, not after
Whaley's recurring argument is that AI and automation amplify the state of the underlying data.
Read more
Messy records do not stay contained; automated actions run on them confidently and at scale.
The fix is upstream: fill in fields, record close reasons, and keep tracking in place through staff turnover.
Whaley frames CRM hygiene as an investment in people, not a reporting preference.
An hour spent manually hunting for an answer inside a CRM becomes a founder-level diagnostic, not an ops chore.
On HubSpot's Revenue Hub launch, Whaley pictured quotes going out with wrong numbers, risk flags firing on accounts that were fine, and renewal reminders for customers who had already churned.
Their point: "an agent doesn't pause on a messy list the way a person would"—it exposes a data problem that was already there.
A separate post asks founders to answer one question in their own CRM without a dashboard or ops help, predicting they will find half-empty fields, blank closed-lost reasons, and tracking that stopped the day someone left.
The paid-media gap is understanding the customer problem behind the ad
Whaley argues that most underperforming paid-media teams do not have a visual creative problem.
Read more
They lack someone who understands why the customer buys at that moment and can turn that insight into a hypothesis.
Running campaigns and owning creative direction are two different jobs.
Bid strategy, budget pacing, audience segmentation, and channel performance sit on one side; translating performance data into a creative hypothesis, briefing it, and judging the output sit on the other.
Whaley wants a named owner for that handoff, not someone who takes it on when time allows.
Whaley lists the symptoms: ads that look good but miss what the customer cares about, messaging that does not match their moment, and campaigns that slow down because new creative directions take too long to produce. In a post on paid-media job descriptions, they write that asking one person to do both roles "makes both jobs worse" and that until the feedback loop has an owner, teams are "leaving performance on the table."
Whaley pushes back on the standard paid-media narrative that faster turnaround, more variants, and more tests are inherently progress.
Read more
Teams run campaigns with months of data behind them and still start from a blank brief.
What they call "test and learn" is often just testing, because nothing from the last round carries into the next.
AI-assisted production can increase output without making the team better informed.
The meaningful question is whether performance data becomes strategy that feeds the creative team.
Whaley says they were about to write only about using AI to speed up creative work, then realized that narrative missed something. They point to teams that keep resetting with new briefs, concepts, and directions despite having the data, and ask readers to consider the last time they turned performance data into strategy insights for their creative team.
A good RevOps hire is supposed to make the company uncomfortable
Whaley sees challenge as a revenue operations leader's core value, not a side effect of onboarding.
Read more
A good leader interrogates existing practice: why a process exists, why a particular tool is used, why there are so many steps, what fields are for, and why a given priority matters.
Whaley acknowledges this can feel vulnerable and invite defensiveness, but frames it as a way to validate good ideas and stress-test the foundation of the go-to-market motion.
For a company hiring or evaluating this work, discomfort in the first weeks can be a sign of the right hire, not a warning.
Whaley describes the sequence of "why" questions a new RevOps leader asks, noting that the good ones make you feel a little exposed in those first few weeks. They add that the leader is not judging you—maybe just a little—because a good RevOps leader knows the value of challenging the status quo.
Priorities: early-stage systems work and an AI sales go-to-market role
Whaley's stated priorities are hands-on, not advisory-only.
Read more
They want to work with early-stage founders ready to formalize their sales process on a strong systems foundation, and describe themselves as a strategist who can also execute, specializing in HubSpot and Salesforce.
The recurring goal is to move teams from spreadsheets and Slack messages used for pipeline tracking to a customized CRM with clean sales reporting.
Their go-to-market launch role at Revic AI points in the same direction: account targeting and pipeline process, not creative production alone.
In one post, Whaley says they have availability for a new RevOps client starting in mid-July and contrasts spreadsheets and Slack threads with a scalable CRM and clean reporting.
In another, they announce joining Hussain Al-Shorafa and the team at Revic AI to help launch the company's go-to-market motion.
They describe Revic as helping sales teams find, prioritize, and convert high-potential buyers at the right time, and say to expect posts on growth tactics, demand generation approaches that did and did not work, and pipeline challenges.
The posts show Whaley taking on client work as an independent RevOps operator and, separately, joining Revic AI to build its go-to-market motion.
They do not clarify whether the client work continued alongside the Revic AI role.
Ask about availability and any ongoing client commitments.
Answers the newcomer’s question: what does Dylan Whaley say goes wrong in sales operations before a company can trust its pipeline?
Read more
Start here for the clearest diagnosis of the problem the rest of the work addresses.
Whaley asks founders to answer one real question in their CRM, without a dashboard or ops help.
They describe what the founder will find: half-empty fields, blank closed-lost reasons, and tracking that stopped when someone left.
They call this years of bad data and ops turnover, with decisions stacked on old decisions, and end with 'Invest early in your rev ops people.'
For brands planning a campaign
Use this as the discovery case for a RevOps audit. Start with one founder-level question, then inspect fields, closed-lost reasons, and ownership history—not a dashboard build.
Answers the question: what should a company expect from a RevOps hire, and why might that feel uncomfortable?
Read more
Useful for readers deciding whether they need a strategist or another administrator.
Whaley says a good RevOps leader should make a company uncomfortable by asking why a process exists, why a tool is used, why there are so many steps, what fields are for, and why a priority matters. They note this can feel vulnerable and invite defensiveness, but call it a critical exercise in validating good ideas and proving the foundation of the go-to-market motion.
For brands planning a campaign
Frame the first weeks of a RevOps engagement around diagnostic interviews and process challenges, not an immediate tool migration. This sets the expectation that pushback is part of the value.
Answers the question: what does Whaley mean by saying paid media teams have a creative problem?
Read more
It’s their clearest statement of how creative work connects to campaign performance.
Whaley argues that most paid media teams don’t have a creative problem, but aren’t getting the results they should.
The gap is someone who understands the problem behind the ad, not just how to design it.
They list the symptoms: ads that look good but miss what the customer cares about, messaging that doesn’t match the customer’s moment, and campaigns slowed by the time it takes to produce new creative directions.
For brands planning a campaign
Build the campaign around the customer problem and decision moment, then tie creative production speed to a measured hypothesis. Don’t treat the creative role as visual production alone.
Answers the question: how should a team use AI and testing in creative work without simply producing more noise?
Read more
It connects performance data to strategy instead of treating speed as the goal.
Whaley considered writing only about using AI to speed up creative work, then said there was a fundamental problem with sharing that narrative alone.
Marketing teams talk about faster turnaround, more volume, and more tests, but they ask whether speed matters if nothing compounds.
They say teams run campaign after campaign, collect months of data, and still start from scratch; most teams are testing rather than learning.
Whaley challenges paid media readers to turn performance data into strategic insights for the creative team.
For brands planning a campaign
In a paid media and RevOps plan, add a step to turn performance data into creative hypotheses and record what was learned. The test plan should show what carries forward, not just how many variants ran.
Answers the question: what happens when AI revenue features meet messy CRM data?
Read more
It shows why data cleanup should come before automation.
Whaley describes HubSpot launching Revenue Hub, with quoting, billing, payments, and AI that builds quotes and chases invoices.
They say it will be great for companies with clean data, but picture quotes going out with wrong numbers, risk flags firing on fine accounts, and renewal reminders for customers who already churned elsewhere.
An agent won’t pause over a messy list the way a person would, they note, calling it a pre-existing data problem: 'Same tool, two very different outcomes.'
For brands planning a campaign
Sequence the work: clean and standardize core CRM fields and lifecycle statuses before enabling AI quoting or renewal automation. Add human review gates wherever automated actions touch customers.
Answers the question: who should own the feedback loop between performance data and creative direction?
Read more
It explains why having one person do both jobs can undermine each.
Whaley says paid media managers are being asked to run campaigns and own creative direction, though these require different skill sets.
One job covers bid strategy, budget pacing, audience segmentation, and channel performance.
The other involves translating data into a creative hypothesis, briefing it clearly, and judging when the output is right.
They argue the feedback loop between paid media and creative needs its own owner as a function, not an afterthought or a Friday hat.
For brands planning a campaign
Name an owner for the data-to-creative feedback loop in the campaign plan. Give them responsibility for the performance readout, hypothesis writing, briefing, and quality check, separate from day-to-day campaign operations.
Answers the question: what kind of RevOps work does Whaley offer, and who is it for?
Read more
It is the clearest statement of their services and working style.
Whaley says they have availability for a new RevOps client starting in mid-July.
They want to work with early-stage founders ready to formalize their sales process with a strong systems foundation, and describe themselves as a strategist who can also execute.
They contrast using spreadsheets and Slack messages as a trackable pipeline with building a scalable, customized CRM and clean sales reporting.
They specialize in HubSpot and Salesforce.
For brands planning a campaign
Use this as a fit signal for early-stage B2B SaaS teams that need hands-on CRM setup, sales-process design, and reporting across HubSpot or Salesforce. It supports an implementation scope, not just an advisory one.
Answers the question: what is Whaley working on now, and what topics do they say they will write about?
Read more
It gives current context for the other posts.
Whaley says they joined Hussain Al-Shorafa and the team at Revic AI to help launch the go-to-market motion.
They describe Revic as helping sales teams find, prioritize, and convert their highest-potential buyers at the right time.
They say to expect posts about growth hacks, demand generation strategies that did and did not work, pipeline challenges, customer success stories, and lessons from building and selling AI technology.
For brands planning a campaign
Revic AI is Whaley’s stated current operating context. If a campaign depends on proof of results, ask for performance data; the post establishes their role and focus, not outcomes.
Operator-style teaching through close observation4
Paid-media creative and the performance feedback loop3
Go-to-market launches and AI sales targeting3
CRM and RevOps foundations before automation
Dylan Whaley writes about CRM work as a test of whether basic data can support decisions.
Read more
One post describes spending an hour in a CRM and finding half-empty fields, blank closed-lost reasons, and tracking that stopped when someone left the company.
Another offers RevOps help for early-stage founders moving from spreadsheets and Slack messages to a scalable CRM and clean sales reporting, specifically around HubSpot and Salesforce.
They describe a good RevOps leader as someone who asks why processes, tools, steps, and fields exist, and argue that clean data determines whether AI quoting and billing automation improves retention or scales an existing mess.
Starts with observable CRM symptoms and asks why before recommending tools or process changes.
For brands planning a campaign
For a B2B SaaS company auditing its CRM and sales reporting, Dylan Whaley brings a data-hygiene-first perspective. A campaign could use their practical audit narrative: trace where leads drop off, compare rep close times, and fix missing stage reasons before adding automation.
Paid-media creative and the performance feedback loop
Dylan Whaley argues that paid media teams often do not have a design problem; they lack someone who understands the customer problem behind the ad.
Read more
The symptoms they name include ads that look good but miss what customers care about, messaging that does not match the moment, and slow campaign response because new creative directions take too long.
Another post separates campaign operations—bid strategy, budget pacing, audience segmentation, channel performance—from creative direction, which involves translating data into a creative hypothesis, briefing it, and judging whether the output is right.
They say that feedback loop needs its own owner, and challenge teams to turn performance data into strategy insights for creative teams rather than starting from scratch each campaign.
Frames paid-media problems as role and feedback-loop design, not just asset production.
For brands planning a campaign
For a brief that needs paid-media creative aligned with pipeline data, Dylan Whaley can speak to the handoff between media and creative. A campaign could feature their diagnostic: map where creative misses the customer, assign ownership of the data-to-creative loop, and use performance data to brief the next round instead of resetting.
In one post, Dylan Whaley announced joining Hussain Al-Shorafa and the team at Revic AI to help launch the company's go-to-market motion.
Read more
They describe Revic as helping sales teams find, prioritize, and convert high-potential buyers at the right time, and say to expect posts on growth tactics, demand generation strategies that did and did not work, pipeline challenges, customer success, and lessons from building and selling AI technology. Other posts show independent availability for a RevOps client starting in mid-July, focused on early-stage founders formalizing their sales process, and openings for paid-media creative clients.
The material includes only one post on the Revic AI role. Ask for evidence of outcomes before making claims about its impact.
For brands planning a campaign
Dylan Whaley is relevant to B2B SaaS companies building a GTM motion or evaluating AI-driven account targeting. A campaign could pair their operational RevOps view with AI sales targeting: where AI fits in prioritization and where clean CRM data and process are still the limiting factor.
Dylan Whaley teaches through specific operational scenes: spending an hour in a CRM and trying to answer a real question manually, or reading paid media job descriptions and noticing that managers are being asked to run campaigns and own creative direction at the same time.
Read more
Their typical approach is a short diagnostic, named symptoms, and a recommendation about who owns the fix or what to validate first.
Uses close observation of everyday artifacts—CRMs, job descriptions, campaign workflows—to expose structural problems.
For brands planning a campaign
For a brand seeking educational content rather than abstract thought leadership, Dylan Whaley can deliver a “show the mess, then show the fix” format. A campaign might ask for a diagnostic walkthrough of the buyer's own CRM or creative workflow, with specific fields, roles, and failure points.
Dylan Whaley's posts describe one company role and work specializing in two platforms.
Read more
They announced joining Revic AI to help launch its go-to-market motion and describe HubSpot and Salesforce as the platforms they specialize in for RevOps client work.
Their posts include a close read of HubSpot's Revenue Hub launch and the data-quality risks it creates.
Posts advertising open RevOps and paid-media client slots name no clients or sponsors.
Revic AI
Employment · 2025-01-05
Whaley announced joining Hussain Al-Shorafa and the Revic AI team to help launch the company's go-to-market motion, describing Revic as helping sales teams find, prioritize, and convert high-potential buyers.
Read more
Original disclosure
Pumped to share I've joined Hussain Al-Shorafa and the team at Revic AI to help launch our GTM motion!
Whaley names HubSpot as one of two platforms they specialize in for RevOps client work.
Read more
In a separate post analyzing the Revenue Hub launch, they cover quoting, billing, payments, and AI quote-and-invoice agents, arguing that the same HubSpot features produce very different outcomes depending on CRM data quality.
Start with the operational problems Dylan Whaley returns to: CRM records that cannot answer basic questions, paid-media creative that misses the customer, and testing that never compounds.
Read more
Read the CRM and RevOps posts first for their data-hygiene argument, then the paid-media and creative posts for the case that the performance-to-creative feedback loop needs a named owner.
The HubSpot and Revic AI posts show how they apply that thinking to AI revenue automation and go-to-market work.
Similar creators offer adjacent angles: demand-gen signal strategy, HubSpot AI implementation, and AI-run creative ecosystems.
Both write for B2B marketing teams about paid-media performance and the gap between campaign activity and pipeline.
Read more
Blanken uses survey data to argue that firmographics alone do not show buyer readiness and that contact-level signals should shape targeting. That aligns with Whaley's argument that performance data should inform the next creative round rather than reset with every campaign.
Blanken focuses on demand-generation signal strategy and measuring confidence in ad targeting; Whaley focuses on CRM data hygiene, ownership of the creative-performance feedback loop, and RevOps foundations for early-stage teams. Blanken's material is survey-driven, while theirs is operator-diagnostic.
Turner writes about HubSpot AI adoption and Revenue Hub rollout, making the same data-readiness argument as Whaley: AI features inherit messy deal, product, pricing, and customer data, so foundation work comes first.
Read more
Turner also weighs AI credit cost against human time, aligning with Whaley's focus on whether automation improves retention or scales an existing mess.
Turner's posts offer HubSpot-specific implementation guidance for customers, with credit-cost math and a sequenced rollout; Whaley covers CRM hygiene, RevOps hiring, and paid-media creative ownership.
Hodges and Whaley both write about using AI and creative systems to replace manual marketing coordination, and both ask whether output comes from a repeatable system rather than one lucky asset.
Read more
Hodges' case for one AI-driven operating layer and Whaley's question about whether speed actually compounds reflect a systems-first view of marketing production.
Hodges promotes an ecosystem that centralizes creative direction, media, and operations in one AI-driven system and removes manual management layers. Whaley stays closer to CRM and RevOps foundations and the specific handoff between paid media and creative, without arguing for department replacement.
The only measured audience figure in the posts is a LinkedIn following of 1,739, recorded on 9 October 2026.
Read more
Dylan Whaley’s posts target founders told to open their own CRM and examine the data, teams hiring a first RevOps leader, and paid-media managers told that creative direction is separate from campaign operations.
For a campaign aimed at RevOps leaders and paid-media buyers, ask for the following’s seniority, function, and location breakdowns, plus post-level results—impressions, reactions, comments, and any profile visits attributed to posts—for comparable RevOps and creative-performance posts.
Recent results across comparable topics, depth, and formats are a useful first step: a follower count alone cannot show whether the audience includes the buyers the campaign targets.
With a following in the low thousands, a campaign will likely need paid amplification or a co-marketing partner to reach meaningful volume, making published performance data more decision-relevant than the follower total.
The posts describe client-service offers rather than sponsored-content packages.
Read more
Dylan Whaley has posted availability for a new RevOps client engagement and creative-partner work with paid-media teams, and has described joining Revic AI to help launch its go-to-market motion. No sponsorship policy, rate card, audience specification or inquiry route is published; buyers should ask directly about sponsorship options.
RevOps systems engagement
Buyer requirement
Dylan Whaley has posted availability for a new RevOps client, targeting early-stage founders ready to formalize their sales process on a systems foundation with a strategist who can also execute.
They specialize in HubSpot and Salesforce, aiming to move teams from spreadsheets and Slack messages to a customized CRM and clean sales reporting.
Scope, duration and pricing are not stated; buyers should confirm those directly.
Paid-media creative partner
Buyer requirement
Dylan Whaley has described supporting the part of paid-media work that produces ad creative that connects with customers and performs in-market, and posted a small number of openings for new clients.
They’re targeting teams whose ads look good but miss what customers care about, or whose messaging doesn’t match where buyers are in the process.
Deliverable volume, turnaround and commercial terms are not stated.
An early-stage B2B SaaS company of roughly 30 people runs on HubSpot.
Pipeline is split between spreadsheets and Slack messages, closed-lost reasons are mostly blank, and the paid team ships new creative every month without a clear link between ad performance and what sales hears on calls.
They want hands-on help auditing the CRM, rebuilding sales reporting, and installing a feedback loop that carries performance data into the next creative brief.
Reasons
The first problem in the brief—CRM data nobody can trust—is the subject of Whaley's most detailed post. A founder answers one real question inside their own CRM, without a dashboard or help from ops, and finds half-empty fields, blank closed-lost reasons, and tracking that stopped the day someone left. The post ends by telling founders to invest early in RevOps people, a hiring decision this company has already made.
The brief wants someone who advises and executes. In an availability post, Whaley asks early-stage founders to formalize their sales process on a strong systems foundation, describes themself as a strategist who can also execute, and names HubSpot and Salesforce as specialties. Those are the platforms named in the brief, and the target profile matches the company size.
The creative half of the brief also fits. Whaley argues that paid media teams often underperform not because they have a design problem, but because nobody owns translating performance data into a creative hypothesis, briefing it, and judging the output. They distinguish that work from bid strategy, budget pacing, audience segmentation, and channel performance, and argue that the loop needs its own owner rather than being a Friday hat. That is the function the brief asks to build.
Whaley lays out a sequence the brief can adopt directly: fix and standardize core CRM fields and lifecycle statuses before switching on AI quoting or billing automation. Their Revenue Hub post describes automated quoting, invoice chasing, risk flags, and renewal reminders going wrong on messy data, with the line that an agent does not pause on a messy list the way a person would.
Caveats
No post reports a finished client engagement, a metric that moved, or a before-and-after. The fit rests on how Whaley diagnoses problems, not documented results. Before committing to a paid scope, ask for one or two past engagements, including the starting state and outcome.
Whaley's stated current context is a go-to-market role at Revic AI, described in a single announcement post that covers the role and intended topics, not results there. Confirm availability and any conflict with client work directly.
When to choose a specialist
Poor fit as scoped.
Read more
Brief
A large B2B software vendor is launching a self-serve product and wants a sponsored content package: four short-form videos over six weeks, a guaranteed minimum of 500,000 impressions, a named audience of demand-generation managers, and click tracking through to product signup, with payment tied to reach and conversion.
Reasons
The only measured audience figure is 1,739 LinkedIn followers as of 9 October 2026; the posts provide no breakdown by role, seniority, company, or location. Ask for audience composition and evidence supporting the 500,000-impression guarantee before agreeing to the named audience or reach target.
Whaley's posted commercial formats are client-service engagements: availability for a new RevOps client and openings for paid-media creative partner work. The posts do not describe a sponsored-placement offer, so ask whether they accept sponsorships and request deliverables and terms before treating this as a viable deal.
The posts report no impressions, reactions, comments, click-throughs, profile visits, or signups. Ask for comparable post-level performance data before pricing a reach-and-conversion deal.
The subject matter also points away from a volume video package. Whaley writes for founders and operators making systems decisions, often drawing on everyday artifacts such as a CRM or a set of job descriptions. That suits a longer diagnostic or co-marketing format better than six weeks of short-form volume.
What would change
Documented audience composition and post-level performance on comparable RevOps or paid-media topics, plus a stated sponsorship offer with deliverables and terms, would make the reach-and-conversion parts of this decision easier to assess. A narrower version could still work: one long-form diagnostic piece or a co-hosted working session for a small operator audience, bought for expertise rather than impressions.
A worked campaign example
Angle
Sell the audit as the content. The commercial deliverable is a six-week RevOps and creative-loop project; the public artifact is the diagnostic walkthrough itself, tracing one founder-level question end to end and showing the obstacles rather than summarizing them.
Brief
An early-stage B2B SaaS company on HubSpot wants a CRM audit, clean sales reporting, and a performance-driven creative feedback loop.
Plan
Week 1: Pick one question the founder actually wants answered, such as where leads drop off before they reach pipeline, or why one rep closes 11 days faster than everyone else. Answer it by hand, without a dashboard or help from ops, and record every obstacle. Half-empty fields, blank closed-lost reasons, and tracking that quietly stopped become the audit findings.
Week 2: Fix the foundation in order. Complete the fields that drive reporting, require closed-lost reasons, and record who owns each lifecycle stage. Standardize core fields and statuses before enabling any AI quoting, billing, or renewal feature. Whaley's reviewed HubSpot Revenue Hub post describes automated quotes with wrong numbers and renewal reminders for customers who already churned when the underlying data is messy.
Weeks 3 and 4: Name an owner for the data-to-creative loop. Give one person responsibility for the performance readout, hypothesis writing, briefing, and quality check, separate from bid management, budget pacing, and channel performance. Whaley's review of paid-media job descriptions argues that running campaigns and owning creative direction require different skill sets, and that asking one person to do both makes both worse.
Weeks 5 and 6: Turn the readout into the next brief. Convert performance data into strategy insights for the creative team instead of starting from a blank page each campaign. The test is whether anything carries forward, not how many variants ran.
Content and measurement: Publish one long-form diagnostic post or article on Whaley's LinkedIn, walking through the founder's question, what blocked it, and the fix order. Name the client only with their agreement. Measure whether the chosen question can be answered without help at the end, the share of records with complete stage and closed-lost fields, and whether the second creative round reflects learning from the first.
Before signing, ask for one or two past RevOps engagements, including the starting state and what changed, and confirm available hours alongside the Revic AI role. If the public piece is part of the value, agree on review and naming terms up front.
Why it fits
Every step maps to something Whaley has written and argued publicly: manual CRM interrogation over dashboard building, a disruptive question-asking phase at the start of a RevOps engagement, data cleanup before automation, and a named owner for the loop between paid media performance and creative direction.
Consider Blanken when the harder part is getting paid media and the CRM to act on the same buying signals, not cleaning the database.
Read more
A survey post on B2B ad targeting reports that paid media ranks among the top three pipeline-driving channels (42.5%), while confidence in ad targeting scores 5.7/10 and alignment between paid and outbound scores 5.0/10.
The recommended fix is to combine platform filters such as job title, company size, and industry with contact-level behaviour like pricing-page visits, then run a small sequence: pick one high-leverage trigger (a job change or a revived closed-lost opportunity), build a simple CRM list, sync it to ads, set one owner alert, and QA a sample weekly, keeping the trigger if it moves deals.
If the company already has a workable CRM and the real problem is that ads target one group while sales emails another, this is a closer match than a rebuild-first engagement.
The work shown is a published survey analysis, with the numbers and playbook drawn from that survey rather than a documented client engagement.
There is no before-and-after to inspect.
Dylan Whaley’s posts don’t cover CRM field cleanup, closed-lost reasons, sales reporting, or HubSpot and Salesforce administration—the starting points for CRM operations support.
The second post is a conference recap, leaving one substantive piece to assess.
Consider Turner when the live decision is HubSpot-specific: whether to adopt Revenue Hub for quoting, CPQ, contracts, billing, invoicing, and payments, or whether the AI credits in the HubSpot subscription are worth spending.
Read more
One post frames AI as an investment rather than a cost to minimise, pricing named actions against the human time they replace: a customer agent at 50 credits (about $0.50) per resolved conversation, a data agent at 10 credits per record response, a prospecting agent at 100 credits (about $1) per recommended outreach, and 10 credits per AI workflow action.
It also notes that many everyday generative AI features do not consume credits at all.
A second post gives a rollout order that matches the need to fix data before automation: structure deal, product, pricing, and customer information first; prove one product line or quoting process end to end; design around the contracts object because it connects quote, billing, payment, and renewal; then land and expand.
Both posts are HubSpot advisory writing, illustrated with manufacturing and services examples.
Neither touches paid media, ad creative, or the loop from performance data into a creative brief—the other half of paid media and creative support.
No client rollout is documented, so ask for evidence of a completed project.
Consider Hodges when the buyer wants an approval layer above the work rather than a six-week cleanup.
Read more
NoShoot is described as an AI system that knows the brand, creative direction, customers, campaigns, pipeline, approvals, data, and history; researches and builds; routes work; watches for opportunities; and alerts only when something needs attention.
The ecosystem underneath supplies strategy, creative direction, infrastructure, and support.
The post claims roughly 80% of manual management removed in NoShoot’s own operation.
A second post supports that creative argument with numbers from an internal organic property: 4,000 views, 216 likes, 12 posts, a like-to-view rate around 5.4%, and no paid distribution.
It argues that twelve posts producing a repeatable response is the meaningful signal, and that paid media should amplify something already earning attention.
If the company’s priority is a compounding content and creative system rather than a diagnostic on its data, this overlaps most directly with the need for a creative loop.
The engagement model is much broader than a RevOps audit and clean reporting: buying an operating ecosystem is a different commitment from hiring a specialist to fix fields and build a feedback loop.
The performance figures come from NoShoot’s own properties, not a client.
Dylan Whaley’s posts don’t cover CRM data quality, field cleanup, closed-lost reporting, or HubSpot and Salesforce administration.
This profile covers eight LinkedIn posts published from Dylan Whaley's own account, presented as full post text rather than summarized from headlines or previews.
They cover CRM data hygiene and RevOps practice, the handoff between paid-media results and creative decisions, HubSpot's Revenue Hub launch, and the announcement of a go-to-market role at Revic AI.
Three of the posts carry dates, running from January 2025 to June 2026; the other five do not state publication dates, so the posts are grouped by theme rather than laid out chronologically.
Posts by three other writers cover demand-generation signals, HubSpot AI rollout, and AI-run creative systems.
Dylan Whaley's posts here include no transcripts or longer articles, no independent confirmation of employers or credentials, no completed client engagement with a starting state and outcome, no audience breakdown or post-level performance figures, and no stated sponsorship terms.
The profile names each of these gaps where it affects a reader's decision rather than leaving it to inference.
