10 years in sales. Started by selling fire suppression systems - Singapore, Southeast Asia, then North and South America from Paris. Not the typical SaaS background. And that's exactly why he joined HubSpot.

He arrived in Small Business, spent two years there, moved to Mid-Market, spent two more. Three months ago, he became BDR Manager - 13 BDRs, 75% of them with less than 4 months on the job.

What got him to President's Club wasn't a secret weapon. It was a relentless outbound motion, built and refined over years on the field. That's what this playbook is about. And now his job is to pass it on to his team.

Andréa manages 13 BDRs covering Mid-Market and Corporate. 75% of them have less than 4 months on the job. His N+1 is Edgar Cousin - his predecessor in the role, who built most of the processes Andréa inherited. Above Edgar sits Stacy Chaw, BDR Director for EMEA, who oversees around 110-120 BDRs across the region through three Senior Managers.

Inside the team, Andréa has a Team Lead, Antonin, who acts as his right hand. Not a manager, still a full contributor. He helps with coaching sessions, training, and operational analysis on top of his own quota. For the BDRs, it's a stepping stone - a way to build a story for the next move, whether that's management or a senior IC role.

Every AE - or GS, Growth Specialist in HubSpot's language - builds and owns a portfolio of accounts with a hard capacity limit, enforced by the system. (We cannot display the maximum number of accounts in one portfolio here.) These prospect accounts are the AE's to choose, build, and protect.

And the system has teeth. Every day at 5pm, an algorithm grabs every account above the limit and drops it back into a shared open pool - available to anyone on the team. You voluntarily drop your weakest accounts to protect space for strong ones, before the recycler does it randomly for you.

Accounts then fall into four tiers: Low, Medium, High, and Target Account. The tier determines how much time and effort a BDR allocates. Target Account means "I know this one's going to sign eventually" - pure conviction based on signals and gut feel combined.

The hard metrics: large sales and marketing teams inside the company, active ad spend on Meta or Instagram (budget means ROI pressure), multiple close-lost on the account in the CRM (they've been interested before - you know the objections), and a mature stack with competitors.

The gut feel layer is just as important. If the founder came from a tech company or has raised funding, they already understand CRM logic and what scaling properly means. Andréa's example: a solar panel company led by a former Tech Scale up company exec is a Target Account. The same company with a traditional-industry founder is Medium. Same industry, completely different approach.

Two types. Reactive - someone raises their hand. Proactive - you go find them.

Reactive signals are handled first thing in the morning and treated as priority. Pricing page visits, webinar registrations, search engine queries where HubSpot surfaced. All of it lands in a dedicated CRM view, processed chronologically. This is the highest booking probability of the day.

Proactive signals are worked in the second half of the day. Job changes, fundraises, acquisitions or restructurings, and traffic drops. If a company's site traffic has fallen 30%+ over six months, that's a call with data in hand.

One signal Andréa uses that most people overlook: a competitor already on HubSpot. He builds a benchmark and calls with that.

The real case: he contacted a medical research firm whose competitors were gaining market share. He showed them their competitors' traffic and conversion metrics, anonymized. Their reaction: "Our competitors are doing that? Our website hasn't changed in 10 years. Let's move." They're signing.

The core tools:

There isn't one sequence. There are several, built around use cases.

Intent - triggered when someone visits the pricing page, downloads a form, or shows a signal on the site. The approach is warm: you already know they've been looking.

Close-lost - all accounts closed-lost in the last three months get re-engaged. The opener acknowledges the history: "We spoke three months ago and it didn't move forward for X reason. Here's what's changed since then, here's a result we got with someone in your space - worth a conversation?"

Persona with semi-personalized video - for CMOs, CEOs, CSOs, CSM Managers on high and target accounts. One Vidyard video per persona, using industry data and benchmarks. The script is straightforward: "You're a CMO. If I'm reaching out, it's because I usually speak to CMOs to solve [specific problem]. Want to discuss?" Not 100% tailored - but visually distinct enough to stand out. The differentiation is the format, not the tailoring.

Ultra-personalized video - reserved for the highest-tier accounts. A one-minute Loom, fully custom. "I'm reaching out because we've been speaking to leaders in your space over the last three months who came to us for X and Y. We helped them achieve [specific result]. I don't know if that's relevant for you - but if it is, here's my calendar."

AI-personalized via Glean - Glean pulls from the CRM, external sources, and the company's LLM layer to draft 3-4 highly personalized messages per prospect. Generic mass sequences are out - they kill deliverability and generate unsubscribes. This is the team's core outbound engine for volume.

The Glean prompt didn't come from Andréa. A BDR on the team was crushing sequences and wanted to scale. He called the top BDR in UK/Europe - President's Club - and asked directly: "How do you do it?" He took the prompt, adapted it to French and to HubSpot France's context, tested it, and brought it to Andréa. Results were strong. It's now rolling out across the team.

Whatever the use case, the underlying structure often looks the same. 15 days. Nine steps. Maximum three phone attempts per contact - after that, move on.

The team has 15 mapped objections that cover 98% of what they encounter. The method is from Miyagi: absorb, acknowledge, question, reframe. Never fight the objection head-on.

Three objections Andréa focuses on most:

"We're already equipped" - the response isn't to challenge the tool, it's to explore the gap. Are your marketing leads and sales contacts on the same platform? Can you trace the full history of a prospect from first touch to close? Is your customer success team connected to the same base? The goal is to surface the fragmentation they've stopped noticing.

"It's not my decision" - HubSpot is a cross-department platform. Andréa trains his BDRs to never accept the single contact. "Who else should be in the room?" is the move. Target is 4 people in the first meeting. Don't give the prospect the choice - make it easy for them to name the right people.

"We built it internally" - acknowledge it, then question the why. Security? Maintenance? Cost? Each answer opens a different angle.

The rule on objections: handle two, maximum, on any given call. If you hit a third, the prospect is interested. Stop objection-handling and book the meeting.

→ 70 calls dialed per BDR per day

→ 23-24% connect rate

→ 40-45% of connects turn into real conversations (>2 min) - target: 50%

→ ~20% of discussions turn into meetings

→ ~7-8 meetings per BDR per week

The math is straightforward: 70 calls × 23% = ~16 connects. 16 × 45% = ~7 real conversations. ~1.5 meetings per day per BDR.

Morning starts with emails and notifications - booked meetings, inbound replies.

Then the CRM inbound hot view: pricing page visits, intents - called immediately.

These are the highest-probability contacts of the day.

Then Sales Nav for 10-15 minutes, logging tasks for the afternoon. And here is the rule:

The discipline is what makes the tool useful, not the other way around.

Afternoon is for working through the proactive signals flagged in the morning, plus cold lists prepared the day before or earlier in the week.

He provides the base, sequences, prompts, playbook. He asks BDRs to make it their own, not copy-paste it. The reason is simple: if you copy, you're lost the moment something is different. If you make it yours, you understand why it works and you know where to look when it doesn't. In 1-on-1s, he asks: "Are you using my sequence or your version?" He monitors outcomes, not compliance. A BDR who adapts and books more meetings than the standard version, that version becomes the new standard.

On metrics, Andréa tracks the controllables: call activity, sequences, LinkedIn touchpoints. Then the outputs: meetings booked, qualified deals validated by AEs. The number he watches most closely is the qualified pipeline, deals that survive the AE's first assessment and move forward. That's the real signal.

The internal playbook is built module by module: connect to CRM, create a view, manage tasks, use Nooks. Each module is a Loom video plus a resource link plus an explanation of the why. Prompts are standardized and shared across the team to avoid fragmentation, no 13 different people building 13 different prompts that do the same thing in 13 different corners.

Andréa arrived with processes from his predecessor, Edgar, who is now his N+1. He kept what worked, removed what didn't fit his style, added his own layers. That's exactly what he asks his BDRs to do with what he gives them.