Most businesses
don't have a
lead problem.
They have a
system problem.
I build the CRM infrastructure, routing logic, and automations that stop revenue from falling through the gaps — inside real service businesses.
-
Leads fall through without follow-up. They came in, no one called. No automation caught them. They went cold.
-
The CRM is full. The pipeline tells you nothing. Stages aren't structured. Nobody trusts the numbers.
-
Missed calls become missed jobs. No text-back, no re-engagement. The lead found a competitor who answered faster.
-
Leads don't route correctly across locations. Wrong rep, wrong market, wrong timing — every time.
-
Old contacts sit untouched. A database full of past enquiries with no reactivation flow — revenue waiting to be recovered.
These are system failures. Not people failures. The fix is structural.
Revenue is lost
in the gaps nobody
designed for.
Most service businesses invest heavily in generating leads. The routing, follow-up, and visibility into what happens next are often left to chance — or to someone's manual process.
That's where revenue leaks. Not because the team isn't working. Because the system wasn't built. Leads don't get followed up. Calls go missed without a text-back. The CRM becomes a storage system instead of an operational tool.
My work is building the infrastructure that closes those gaps — inside GoHighLevel, structured around how service businesses actually operate.
The CRM isn't broken.
It was never built right
to begin with.
GoHighLevel is capable. But capability doesn't equal configuration. Most businesses go live with a default setup, add contacts over time, and end up with a system that can't answer basic questions: where did this lead come from, what happened to it, and why didn't it close?
Pipeline stages that don't reflect the actual sales process. Leads dumped into a single bucket regardless of service type or location. Automations that fire once and stop. The structure of the CRM determines the quality of every decision made downstream.
When the structure is wrong, the data is wrong. When the data is wrong, you're operating blind.
"The system doesn't need to be complicated. It needs to be intentional — built around how the business actually moves leads from inquiry to closed job."
— On building CRM systems inside service businesses
Kimberly Benavides
Hi, I'm Kimberly. I build revenue operations systems inside service businesses — specifically the CRM infrastructure, routing logic, and automation that determines what happens to a lead after it enters the pipeline. My background is operational, not theoretical. This work was built inside The Crack Guys, a multi-location foundation repair company, where the systems had to function under real conditions: high call volume, multiple markets, and teams that couldn't manage follow-up manually.
My view is straightforward. Most revenue problems in service businesses are not lead generation problems — they are system problems. Leads come in. The routing is wrong, the follow-up is inconsistent, the pipeline tells you nothing useful, and nobody has visibility into where things are breaking. Fix the structure and the revenue that was already there becomes recoverable.
I'm looking for a role where that work is taken seriously — inside a team building something with real operational complexity.
Every stage of the revenue cycle has to be deliberately designed.
Most CRM problems aren't technology problems. They're structure problems. The platform can do the work — but only if the pipelines, routing logic, automations, and reporting are built with a clear operational logic behind them. I approach every system by mapping how revenue actually moves first, then building the structure to support it.
Diagnose first. Build what the system actually needs.
I don't start by reconfiguring the CRM. I start by understanding how revenue moves through the business — and where it stops moving.
The outcomes aren't theoretical.
They follow from the structure.
Looking for someone who has done this inside a real business.
I'm open to RevOps, CRM, or operations roles inside service businesses. If you're building out that function and want someone who can own the system — not just manage it — I'd like to hear about the role.
Practical capability.
Not a list of tools.
The value isn't in knowing the platform. It's in knowing how to structure a system that a real team can operate — and that doesn't fall apart when something changes.