Twenty-five years of revenue operations. £4.8bn of lifetime pipeline. Distilled into the platform you can run from next week.
Hyper is new. The discipline inside it has been run, refined and banked across market cycles, at a scale no startup has access to. What follows is the origin of the method the platform now carries.
Most revenue tools are written by people who have used a revenue tool. Hyper is written by someone who has built the revenue operation, at scale, for the companies whose pipeline you measured yours against.
Research teams, outreach teams, coaching teams, ops teams, analytics teams, all sat inside one operating picture. Briefs compiled across hundreds of accounts a week. Outbound cadences tuned per ICP, per market, per jurisdiction. Coaching rubrics written by the person running the SDRs, not borrowed from a book. Every lever the platform now exposes was first pulled by hand, at enterprise scale, long enough to know which levers actually move the number.
£4.8bn of sales pipeline per year, at peak. Two hundred SDRs run, coached and measured against the same six-dimension rubric Hyper uses today. Four CRMs implemented and maintained across global revenue organisations. A playbook that worked for the largest technology companies in the world, written down well enough to be encoded.
That picture is the operating system the founder ran, at scale, for long enough to know what the platform needs to be.
The discipline is twenty-five years old. The product is twelve months old. The scale of one warrants the confidence of the other.
A lifetime of revenue operations, at a scale no startup has access to, distilled into software any serious team can run.Hyper · Customers · §01
The brief architecture, the rubric, the sequencing, the coaching framework. All four were run by hand, at scale, for long enough to know which levers move pipeline and which only move dashboards.
Every account brief you see inside Hyper follows a schema that was run, at enterprise scale, for a decade. The fields are the ones that actually move outbound reply rates; the scoring is calibrated against the cohorts it was calibrated against at source. We did not invent the brief; we productised it.
Six dimensions, not eight, not twelve. Rapport, discovery, problem diagnosis, value articulation, objection handling, closing. The rubric came out of scoring two hundred SDRs weekly, finding which dimensions actually predicted the quarter, and dropping the ones that did not.
Email first, DM second, landing page as the argument, phone where it fits. The order is the order that worked across dozens of ICPs at scale. The sequencing is opinion encoded in software, earned by running the sequence long enough to know.
Pipedrive, HubSpot, Salesforce, Dynamics. All four were implemented and maintained inside the operation Hyper came out of. The integration surface is what the operation actually needed; the schema matches how pipeline is actually reported in boardrooms, not how a tool vendor wants it to look.
· revenue engine